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| Criterion |  Decision Making Pre-Mortem |  Agile 4Ls Retrospective |  Agile Start Stop Continue |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 45–75 min | 30-60 min | 30-60 min |
Participantsdifferent | Small cross-functional group | Team members involved | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | RiskDecisionFailurePlanning | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection | RetrospectiveTeamReflection |