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| Criterion |  Operations Theory of Constraints |  Agile Start Stop Continue |  Agile Starfish Retrospective |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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 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 | High | Low | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 30-60 min | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | OperationsConstraintsFlowImprovement | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |