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| Criterion |  Agile Sailboat Retrospective |  Agile Sprint Retrospective |  Operations Accountability Ladder |  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. | 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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min | 45-90 min |
Participantsdifferent | 4-12 | Scrum Team | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Improvement actions, Team agreements | Ownership Reflection, Action Commitment, Coaching Notes | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | RetrospectiveTeamImprovement | RetrospectiveImprovementLearning | ResponsibilityLeadershipTeam | RetrospectiveImprovementExperimentsTeam |