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| Criterion |  Agile Sailboat Retrospective |  Innovation Lean Startup |  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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 30-60 min | 45–75 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Start Stop Continue Board, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveTeamImprovement | LeanStartupValidationMVP | RetrospectiveImprovementTeamReflection | RetrospectiveLearningReflectionTeam |