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| Criterion |  Operations Accountability Ladder |  Knowledge Modeling Feynman Technique |  Facilitation Expectation Mapping |  Agile 4Ls 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 20-60 min | 45-90 min | 45–75 min |
Participantsdifferent | 1-8 | 1 | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Plain-language Explanation, Knowledge Gaps, Study Notes | Expectation Map, Alignment Notes, Agreements | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | LearningKnowledgeUnderstanding | AlignmentStakeholdersTeam | RetrospectiveLearningReflectionTeam |