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| Criterion |  Agile Mad Sad Glad |  Operations ALPEN Method |  Operations After-Action Review |  Agile Sailboat 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and 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. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 10-20 min daily | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 1 | 3-12 | 4-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | PlanningTime managementProductivityOperations | LearningOperationsImprovement | RetrospectiveTeamImprovement |