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| Criterion |  Agile 4Ls Retrospective |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Low | Medium | Low |
Timedifferent | 45–75 min | 20–45 min | 30-90 min | 30-60 min |
Participantsdifferent | Team members involved | Small cross-functional group | 1-6 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveLearningReflectionTeam | RiskDecisionFailurePlanning | DecisionTreeOptions | RetrospectiveTeamReflection |