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| Criterion |  Agile 4Ls Retrospective |  Facilitation Expectation Mapping |  Team Design Team Topologies Interaction Modes |  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. | 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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45–75 min | 45-90 min | Half day | 30-60 min |
Participantsdifferent | Team members involved | 3-12 | Team-Leads plus Architecture | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Expectation Map, Alignment Notes, Agreements | Interaction Heat Map, Agreements per Pair | Start Stop Continue Board, Improvement Actions |
Tags1 shared | RetrospectiveLearningReflectionTeam | AlignmentStakeholdersTeam | TeamAlignmentCollaborationOrganization | RetrospectiveImprovementTeamReflection |