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| Criterion |  Agile Mad Sad Glad |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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 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 | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-2 h | 60-90 min | 45–75 min |
Participantsdifferent | 3-10 | 4-12 | 3-6 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance | RetrospectiveLearningReflectionTeam |