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| Criterion |  Agile Start Stop Continue |  Innovation Contradiction Analysis |  Agile Sailboat Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
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 team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 60-120 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Sailboat Board, Risks, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveImprovementTeamReflection | ContradictionsInnovationProblem solving | RetrospectiveTeamImprovement | RetrospectiveTeamReflection |