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| Criterion |  Operations After-Action Review |  Agile 4Ls Retrospective |  Agile Sailboat Retrospective |  Agile Sprint Retrospective |
|---|---|---|---|---|
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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45–75 min | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-12 | Team members involved | 4-12 | Scrum Team |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions | Sailboat Board, Risks, Improvement Actions | Improvement actions, Team agreements |
Tagsno overlap | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam | RetrospectiveTeamImprovement | RetrospectiveImprovementLearning |