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| Criterion |  Agile Mad Sad Glad |  Operations ALPEN Method |  Agile Sailboat Retrospective |  Agile Starfish 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. | 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 10-20 min daily | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 1 | 4-12 | 4-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Daily Plan, Time Estimates, Review Notes | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | RetrospectiveTeamReflection | PlanningTime managementProductivityOperations | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |