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Criterion
A structured reflection surfaces what was liked, learned, lacked, and longed for. It is a conversation format and does not validate actions automatically.
Agile
4Ls Retrospective
Paper illustration of DIBB with its method-specific working model.
Product Strategy
DIBB
Paper illustration of a team retrospective with three separate Start, Stop, and Continue areas and a shared action list.
Agile
Start Stop Continue
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.DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report.When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood.
Complexitysame
LowLowLow
Timedifferent
45–75 min1-2 h30-60 min
Participantsdifferent
Team members involved2-83-12
Formatdifferent
WorkshopWorkshop + asyncWorkshop
Outputdifferent
4Ls Board, Learning Themes, Improvement ActionsDIBB document, Belief list, Bet list, Learning reportStart Stop Continue Board, Improvement Actions
Tagsno overlap
RetrospectiveLearningReflectionTeam
StrategyDecisionAssumptionsHypothesis
RetrospectiveImprovementTeamReflection
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Often compared together

Methods with strong topical overlap with the current selection, not yet in the comparison.

Paper illustration for OODA Loop.
Decision Making
OODA Loop
Paper illustration for Sailboat Retrospective
Agile
Sailboat Retrospective
The Scrum Team inspects people, interactions, processes, tools, and the Definition of Done, then agrees on a few testable improvements.
Agile
Sprint Retrospective