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| Criterion |  Agile Start Stop Continue |  Operations 5 Whys |  Operations A3 Problem Solving |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 15-30 min | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 2-6 | 2-5 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | RetrospectiveLearningReflectionTeam |