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| Criterion |  Agile Mad Sad Glad |  Business Strategy Strategy Execution Loop |  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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 5-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Execution Loop, Review Cadence, Strategic Learning Log | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | ExecutionCadenceLearningGovernance | LearningOperationsImprovement | RetrospectiveTeamImprovement |