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| Criterion |  Operations Learning Review |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 60-90 min | 45–75 min |
Participantsdifferent | 3-10 | 3-12 | 3-6 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Learning Review Notes, System Factors, Improvement Actions | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningRetrospectiveIncidentOperations | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance | RetrospectiveLearningReflectionTeam |