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| Criterion |  Operations After-Action Review |  Operations Learning Review |  Operations Weekly Review |  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. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | Medium | Low | Low |
Timedifferent | 20-45 min | 1-3 h | 30-60 min | 45–75 min |
Participantsdifferent | 3-12 | 3-10 | 1 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions | Updated Task System, Weekly Focus, Next Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations | ProductivityExecutionPlanning | RetrospectiveLearningReflectionTeam |