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| Criterion |  Agile Start Stop Continue |  Decision Making RAPID |  Architecture Request for Comments |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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 | 45-90 min | 1-3 Wochen vom Draft bis zur Entscheidung | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 3-20 Reviewer | Team members involved |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | RAPID Role Map, Recommendation, Decision Log | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | DecisionRolesGovernance | ArchitectureDecisionAsyncGovernance | RetrospectiveLearningReflectionTeam |