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| Criterion |  Operations Bottleneck Analysis |  Agile Mad Sad Glad |  Facilitation Alignment Mapping |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 1-2 h | 45–75 min |
Participantsdifferent | 3-8 | 3-10 | 4-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Emotion Board, Themes, Action Items | Alignment Map, Open Issues, Decision Questions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | FlowMeasurementConstraints | RetrospectiveTeamReflection | AlignmentStakeholdersStrategyFacilitation | RetrospectiveLearningReflectionTeam |