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| Criterion |  Decision Making OODA Loop |  Agile Sprint Retrospective |  Decision Making Force Field Analysis |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Medium | Low | Low | Low |
Timedifferent | 15-60 min je Zyklus | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min | 45–75 min |
Participantsdifferent | 1-8 | Scrum Team | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Improvement actions, Team agreements | Force Field Map, Change Levers, Risk Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | DecisionChangeLearningStrategy | RetrospectiveImprovementLearning | ChangeDecisionStrategy | RetrospectiveLearningReflectionTeam |