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| Criterion |  Operations Learning Review |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | Medium | Medium | Low |
Timedifferent | 1-3 h | Half day | 2-4 h | 45–75 min |
Participantsdifferent | 3-10 | Team-Leads plus Architecture | 3-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Learning Review Notes, System Factors, Improvement Actions | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningRetrospectiveIncidentOperations | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration | RetrospectiveLearningReflectionTeam |