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| Criterion |  Agile Sailboat Retrospective |  Facilitation Team Charter |  Agile 4Ls Retrospective |  Agile Sprint 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 is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 2-4 h | 45–75 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 4-12 | 3-12 | Team members involved | Scrum Team |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Team Charter, Working Norms, Role Notes | 4Ls Board, Learning Themes, Improvement Actions | Improvement actions, Team agreements |
Tagsno overlap | RetrospectiveTeamImprovement | TeamAlignmentCollaboration | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementLearning |