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| Criterion |  Facilitation Expectation Mapping |  Agile Sprint Retrospective |  Agile Start Stop Continue |  Agile Sailboat 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. | 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. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | Scrum Team | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Improvement actions, Team agreements | Start Stop Continue Board, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | AlignmentStakeholdersTeam | RetrospectiveImprovementLearning | RetrospectiveImprovementTeamReflection | RetrospectiveTeamImprovement |