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| Criterion |  Operations Gemba Walk |  Agile 4Ls Retrospective |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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 | 30-120 min | 45–75 min | 90-180 min | 30-60 min |
Participantsdifferent | 2-6 | Team members involved | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | 4Ls Board, Learning Themes, Improvement Actions | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Emotion Board, Themes, Action Items |
Tagsno overlap | LeanObservationProcessOperations | RetrospectiveLearningReflectionTeam | CadenceGovernanceExecution | RetrospectiveTeamReflection |