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| Criterion |  Operations Visual Management |  Agile Start Stop Continue |  Agile Starfish Retrospective |  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 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 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 | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-20 | 3-12 | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments | Emotion Board, Themes, Action Items |
Tagsno overlap | SignalsOperationsVisual management | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamReflection |