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| Criterion |  Agile 4Ls Retrospective |  Decision Making Decision Rights Mapping |  Facilitation Alignment Mapping |  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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45–75 min | 90-180 min | 1-2 h | 30-60 min |
Participantsdifferent | Team members involved | 4-12 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveLearningReflectionTeam | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation | RetrospectiveTeamReflection |