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Selected:Mad Sad GladStrategic, Tactical and Operational Planning4Ls RetrospectiveSailboat Retrospective
| Criterion |  Agile Mad Sad Glad |  Business Strategy Strategic, Tactical and Operational Planning |  Agile 4Ls Retrospective |  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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 90-180 min | 45–75 min | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | Team members involved | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Planning Levels Map, Cadence Model, Planning Artifact Inventory | 4Ls Board, Learning Themes, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | CadenceGovernanceExecution | RetrospectiveLearningReflectionTeam | RetrospectiveTeamImprovement |