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| Criterion |  Agile Sailboat Retrospective |  Agile Sprint Retrospective |  Operations Learning Review |  Operations After-Action Review |
|---|---|---|---|---|
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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-3 h | 20-45 min |
Participantsdifferent | 4-12 | Scrum Team | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Improvement actions, Team agreements | Learning Review Notes, System Factors, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | RetrospectiveTeamImprovement | RetrospectiveImprovementLearning | LearningRetrospectiveIncidentOperations | LearningOperationsImprovement |