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| Criterion |  Agile 4Ls Retrospective |  Operations After-Action Review |  Agile Sailboat Retrospective |  Operations Learning Review |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45–75 min | 20-45 min | 45-90 min | 1-3 h |
Participantsdifferent | Team members involved | 3-12 | 4-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement | RetrospectiveTeamImprovement | LearningRetrospectiveIncidentOperations |