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| Criterion |  Agile 4Ls Retrospective |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45–75 min | 1-2 h | 30-60 min | 60–90 min |
Participantsdifferent | Team members involved | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RetrospectiveLearningReflectionTeam | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |