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| Criterion |  Agile Sailboat Retrospective |  Operations A3 Problem Solving |  Operations Gemba Walk |  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 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 30-120 min | 45-90 min |
Participantsdifferent | 4-12 | 2-5 | 2-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | RetrospectiveTeamImprovement | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations | RetrospectiveImprovementExperimentsTeam |