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| Criterion |  Operations Kepner-Tregoe |  Agile Starfish Retrospective |  Agile 4Ls Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-8 h | 45-90 min | 45–75 min | 20-45 min |
Participantsdifferent | 2-8 | 4-12 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement |