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| Criterion |  Agile 4Ls Retrospective |  Decision Making DACI |  Decision Making Force Field Analysis |  Agile Mad Sad Glad |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | 45–75 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | Team members involved | 2-10 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveLearningReflectionTeam | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy | RetrospectiveTeamReflection |