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| Criterion |  Agile Sailboat Retrospective |  Agile Mad Sad Glad |  Operations After-Action Review |  Agile Sprint 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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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 is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 4-12 | 3-10 | 3-12 | Scrum Team |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Emotion Board, Themes, Action Items | Lessons learned, Action items, Event summary | Improvement actions, Team agreements |
Tagsno overlap | RetrospectiveTeamImprovement | RetrospectiveTeamReflection | LearningOperationsImprovement | RetrospectiveImprovementLearning |