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| Criterion |  Agile 4Ls Retrospective |  Facilitation Expectation Mapping |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45–75 min | 45-90 min | 60–90 min | 30-60 min |
Participantsdifferent | Team members involved | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RetrospectiveLearningReflectionTeam | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |