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| Criterion |  Agile Sailboat Retrospective |  Agile Start Stop Continue |  Operations ALPEN Method |  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 a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | 30-60 min | 10-20 min daily | 45–75 min |
Participantsdifferent | 4-12 | 3-12 | 1 | Team members involved |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions | Daily Plan, Time Estimates, Review Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection | PlanningTime managementProductivityOperations | RetrospectiveLearningReflectionTeam |