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| Criterion |  Operations Accountability Ladder |  Agile Sprint Retrospective |  Operations Learning Review |  Agile Sailboat 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 a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-3 h | 45-90 min |
Participantsdifferent | 1-8 | Scrum Team | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Improvement actions, Team agreements | Learning Review Notes, System Factors, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | RetrospectiveImprovementLearning | LearningRetrospectiveIncidentOperations | RetrospectiveTeamImprovement |