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| Criterion |  Engineering Kanban |  Agile Starfish Retrospective |  Agile Start Stop Continue |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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 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 | Medium | Low | Low | Low |
Timedifferent | Ongoing | 45-90 min | 30-60 min | 45–75 min |
Participantsdifferent | 2-12 | 4-12 | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Starfish Board, Practice Changes, Experiments | Start Stop Continue Board, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | FlowVisual managementDelivery | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementTeamReflection | RetrospectiveLearningReflectionTeam |