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| Criterion |  Operations After-Action Review |  Agile 4Ls Retrospective |  Agile Sailboat Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45–75 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | Team members involved | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions | Sailboat Board, Risks, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam | RetrospectiveTeamImprovement | RetrospectiveTeamReflection |