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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Eisenhower Matrix |  Agile 4Ls Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-60 min | 15-30 min | 45–75 min | 30-60 min |
Participantsdifferent | 1 | 1-6 | Team members involved | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Eisenhower Matrix, Action List, Delegation Notes | 4Ls Board, Learning Themes, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | LearningKnowledgeUnderstanding | PrioritizationFocusTasks | RetrospectiveLearningReflectionTeam | RetrospectiveTeamReflection |