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| Criterion |  Operations After-Action Review |  Operations RACI Matrix |  Agile Mad Sad Glad |  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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 30-60 min | 45–75 min |
Participantsdifferent | 3-12 | 2-8 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | RACI Matrix, Responsibility Map, Decision Notes | Emotion Board, Themes, Action Items | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | RolesResponsibilityGovernanceOperations | RetrospectiveTeamReflection | RetrospectiveLearningReflectionTeam |