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| Criterion |  Agile Start Stop Continue |  Operations A3 Problem Solving |  Agile Mad Sad Glad |  Operations 5 Whys |
|---|---|---|---|---|
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 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 team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 3-12 | 2-5 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | A3 Report, Action Plan, Root Cause Analysis | Emotion Board, Themes, Action Items | Root cause notes, Countermeasures |
Tagsno overlap | RetrospectiveImprovementTeamReflection | LeanProblem solvingCoachingOperations | RetrospectiveTeamReflection | Root causeIncidentLeanProblem solving |