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| Criterion |  UX Research Customer Journey Mapping |  Agile Sprint Retrospective |  Agile 4Ls Retrospective |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | When a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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 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 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 2-4 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45–75 min | 45-90 min |
Participantsdifferent | 4-10 | Scrum Team | Team members involved | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Journey Map, Pain-point List, Opportunity Backlog | Improvement actions, Team agreements | 4Ls Board, Learning Themes, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | JourneyServiceService design | RetrospectiveImprovementLearning | RetrospectiveLearningReflectionTeam | RetrospectiveTeamImprovement |