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| Criterion |  Agile Mad Sad Glad |  Decision Making Red Teaming |  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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 | High | Low |
Timedifferent | 30-60 min | 1-4 h | 45–75 min |
Participantsdifferent | 3-10 | 3-8 | Team members involved |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Challenge Findings, Risk Register, Mitigation Plan | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | RiskDecisionSensemaking | RetrospectiveLearningReflectionTeam |
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