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| Criterion |  Agile 4Ls Retrospective |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | 45-90 min | 30-60 min |
Participantsdifferent | Team members involved | 4-12 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveLearningReflectionTeam | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | RetrospectiveTeamReflection |