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| Criterion |  Operations Accountability Ladder |  Agile Sprint Retrospective |  Operations After-Action Review |  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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min | 45–75 min |
Participantsdifferent | 1-8 | Scrum Team | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Improvement actions, Team agreements | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | RetrospectiveImprovementLearning | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam |