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| Criterion |  Operations Visual Management |  Agile 4Ls Retrospective |  Operations ABC Analysis |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 45–75 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-20 | Team members involved | 1-5 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | 4Ls Board, Learning Themes, Improvement Actions | ABC Classification, Focus Rules, Control List | Emotion Board, Themes, Action Items |
Tagsno overlap | SignalsOperationsVisual management | RetrospectiveLearningReflectionTeam | PrioritizationOperationsPortfolio | RetrospectiveTeamReflection |