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| Criterion |  Agile Sailboat Retrospective |  Operations After-Action Review |  Agile Start Stop Continue |  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. | 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 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 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 | 30-60 min | 45–75 min |
Participantsdifferent | 4-12 | 3-12 | 3-12 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary | Start Stop Continue Board, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveTeamImprovement | LearningOperationsImprovement | RetrospectiveImprovementTeamReflection | RetrospectiveLearningReflectionTeam |