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| Criterion |  Facilitation Expectation Mapping |  Agile 4Ls Retrospective |  Operations Root Cause Analysis |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 45–75 min | 1-4 h | 30-60 min |
Participantsdifferent | 3-12 | Team members involved | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | 4Ls Board, Learning Themes, Improvement Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Emotion Board, Themes, Action Items |
Tagsno overlap | AlignmentStakeholdersTeam | RetrospectiveLearningReflectionTeam | Root causeProblem solvingQualityIncident | RetrospectiveTeamReflection |