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| Criterion |  Agile Mad Sad Glad |  Business Strategy Strategy Execution Loop |  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. | 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. | 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 | High | Low | Low |
Timedifferent | 30-60 min | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 5-12 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Execution Loop, Review Cadence, Strategic Learning Log | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | ExecutionCadenceLearningGovernance | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement |