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| Criterion |  Operations Accountability Ladder |  Agile 4Ls Retrospective |  Facilitation Expectation Mapping |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45–75 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-8 | Team members involved | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | 4Ls Board, Learning Themes, Improvement Actions | Expectation Map, Alignment Notes, Agreements | Start Stop Continue Board, Improvement Actions |
Tags1 shared | ResponsibilityLeadershipTeam | RetrospectiveLearningReflectionTeam | AlignmentStakeholdersTeam | RetrospectiveImprovementTeamReflection |