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| Criterion |  Agile Start Stop Continue |  Innovation Contradiction Analysis |  Innovation TRIZ |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Low |
Timedifferent | 30-60 min | 60-120 min | 1-4 h | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveImprovementTeamReflection | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity | RetrospectiveTeamReflection |