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| Criterion |  Agile Start Stop Continue |  Innovation Contradiction Analysis |  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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | Low |
Timedifferent | 30-60 min | 60-120 min | 45–75 min |
Participantsdifferent | 3-12 | 2-8 | Team members involved |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | ContradictionsInnovationProblem solving | RetrospectiveLearningReflectionTeam |
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