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| Criterion |  Operations After-Action Review |  Operations Getting Things Done |  Agile 4Ls Retrospective |  Operations Learning Review |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-45 min | 1-2 h Setup, laufend | 45–75 min | 1-3 h |
Participantsdifferent | 3-12 | 1 | Team members involved | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Action Lists, Project List, Review Routine | 4Ls Board, Learning Themes, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | ProductivityPlanningTasksExecution | RetrospectiveLearningReflectionTeam | LearningRetrospectiveIncidentOperations |