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| Criterion |  Operations After-Action Review |  Agile Sailboat Retrospective |  Agile Start Stop Continue |  Agile Sprint 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. | 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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 30-60 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-12 | 4-12 | 3-12 | Scrum Team |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions | Improvement actions, Team agreements |
Tags1 shared | LearningOperationsImprovement | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementLearning |