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| Criterion |  Agile Start Stop Continue |  Innovation Lean Startup |  Agile Starfish Retrospective |  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. | 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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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 | Low |
Timedifferent | 30-60 min | Wochen bis Monate je Lernzyklus | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | LeanStartupValidationMVP | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |