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| Criterion |  Agile Sailboat Retrospective |  Agile Starfish Retrospective |  Facilitation Expectation Mapping |  Agile Start Stop Continue |
|---|---|---|---|---|
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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 4-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments | Expectation Map, Alignment Notes, Agreements | Start Stop Continue Board, Improvement Actions |
Tags1 shared | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam | AlignmentStakeholdersTeam | RetrospectiveImprovementTeamReflection |