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| Criterion |  Agile 4Ls Retrospective |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 45–75 min | 60-90 min | 60–90 min |
Participantsdifferent | Team members involved | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RetrospectiveLearningReflectionTeam | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
