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| Criterion |  Agile 4Ls Retrospective |  Facilitation Expectation Mapping |  Decision Making DACI |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45–75 min | 45-90 min | 30-60 min | 60-90 min |
Participantsdifferent | Team members involved | 3-12 | 2-10 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Expectation Map, Alignment Notes, Agreements | DACI Matrix, Decision Owner, Decision Log | Salience Diagram, Strategy per Class |
Tagsno overlap | RetrospectiveLearningReflectionTeam | AlignmentStakeholdersTeam | DecisionRolesGovernanceAlignment | StakeholdersFacilitationAlignmentGovernance |