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| Criterion |  Operations Accountability Ladder |  Agile 4Ls Retrospective |  Agile Sprint Retrospective |  Agile Starfish Retrospective |
|---|---|---|---|---|
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 a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45–75 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min |
Participantsdifferent | 1-8 | Team members involved | Scrum Team | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | 4Ls Board, Learning Themes, Improvement Actions | Improvement actions, Team agreements | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | ResponsibilityLeadershipTeam | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam |