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| Criterion |  Operations After-Action Review |  Agile Sprint Retrospective |  Decision Making RAPID |
|---|---|---|---|
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 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min |
Participantsdifferent | 3-12 | Scrum Team | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Improvement actions, Team agreements | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | LearningOperationsImprovement | RetrospectiveImprovementLearning | DecisionRolesGovernance |
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