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| Criterion |  Agile Sailboat Retrospective |  Facilitation Team Charter |  Agile Starfish Retrospective |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 2-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Team Charter, Working Norms, Role Notes | Starfish Board, Practice Changes, Experiments | Expectation Map, Alignment Notes, Agreements |
Tags1 shared | RetrospectiveTeamImprovement | TeamAlignmentCollaboration | RetrospectiveImprovementExperimentsTeam | AlignmentStakeholdersTeam |