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| Criterion |  Agile Sailboat Retrospective |  Agile Starfish Retrospective |  Facilitation Expectation Mapping |  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. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | 45-90 min | 45-90 min | 45–75 min |
Participantsdifferent | 4-12 | 4-12 | 3-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments | Expectation Map, Alignment Notes, Agreements | 4Ls Board, Learning Themes, Improvement Actions |
Tags1 shared | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam | AlignmentStakeholdersTeam | RetrospectiveLearningReflectionTeam |