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| Criterion |  Agile Sailboat Retrospective |  Operations Accountability Ladder |  Operations After-Action Review |  Agile 4Ls 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 20-45 min | 20-45 min | 45–75 min |
Participantsdifferent | 4-12 | 1-8 | 3-12 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Ownership Reflection, Action Commitment, Coaching Notes | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveTeamImprovement | ResponsibilityLeadershipTeam | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam |