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| Criterion |  Operations Learning Review |  Facilitation Alignment Mapping |  Agile 4Ls Retrospective |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-2 h | 45–75 min | 60–90 min |
Participantsdifferent | 3-10 | 4-12 | Team members involved | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Learning Review Notes, System Factors, Improvement Actions | Alignment Map, Open Issues, Decision Questions | 4Ls Board, Learning Themes, Improvement Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LearningRetrospectiveIncidentOperations | AlignmentStakeholdersStrategyFacilitation | RetrospectiveLearningReflectionTeam | StakeholdersAlignmentFacilitationChange |