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| Criterion |  Agile Sailboat Retrospective |  Operations 5 Whys |  Operations A3 Problem Solving |  Agile Starfish Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 15-30 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 2-6 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | RetrospectiveTeamImprovement | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | RetrospectiveImprovementExperimentsTeam |