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| Criterion |  Operations After-Action Review |  Agile Mad Sad Glad |  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. | 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. | 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 | Low | Low | Medium |
Timedifferent | 20-45 min | 30-60 min | 45–75 min | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | Team members involved | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Emotion Board, Themes, Action Items | 4Ls Board, Learning Themes, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | RetrospectiveTeamReflection | RetrospectiveLearningReflectionTeam | LearningRetrospectiveIncidentOperations |