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| Criterion |  Decision Making Decision Rights Mapping |  Operations Learning Review |  Operations RACI Matrix |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | 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 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 | Medium | Low | Low |
Timedifferent | 90-180 min | 1-3 h | 45-90 min | 45–75 min |
Participantsdifferent | 4-12 | 3-10 | 2-8 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Learning Review Notes, System Factors, Improvement Actions | RACI Matrix, Responsibility Map, Decision Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | LearningRetrospectiveIncidentOperations | RolesResponsibilityGovernanceOperations | RetrospectiveLearningReflectionTeam |