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| Criterion |  Operations Accountability Ladder |  Agile Starfish Retrospective |  Operations Learning 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 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. | 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 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 45-90 min | 1-3 h | 45–75 min |
Participantsdifferent | 1-8 | 4-12 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Starfish Board, Practice Changes, Experiments | Learning Review Notes, System Factors, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | RetrospectiveImprovementExperimentsTeam | LearningRetrospectiveIncidentOperations | RetrospectiveLearningReflectionTeam |