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| Criterion |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |  Agile Sailboat Retrospective |  Agile 4Ls 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 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 | 20-60 min | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 1 | 4-12 | Team members involved |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes | Sailboat Board, Risks, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | LearningKnowledgeUnderstanding | RetrospectiveTeamImprovement | RetrospectiveLearningReflectionTeam |