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| Criterion |  Agile Start Stop Continue |  Product Discovery Assumption Mapping |  Innovation Lean Startup |  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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Medium | Medium | Low |
Timedifferent | 30-60 min | 45-60 min | Wochen bis Monate je Lernzyklus | 45–75 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Assumption map, Test backlog, Risk ranking | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | AssumptionsRiskExperimentsValidation | LeanStartupValidationMVP | RetrospectiveLearningReflectionTeam |