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| Criterion |  Facilitation Expectation Mapping |  Operations After-Action Review |  Operations A3 Problem Solving |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 20-45 min | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 2-5 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | AlignmentStakeholdersTeam | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | RetrospectiveLearningReflectionTeam |