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Selected:Mad Sad GladStrategic, Tactical and Operational PlanningStarfish RetrospectiveSailboat Retrospective
| Criterion |  Agile Mad Sad Glad |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Starfish 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 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. | 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 | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | CadenceGovernanceExecution | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement |