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| Criterion |  Agile Sailboat Retrospective |  Facilitation Team Charter |  Team Design Team Cognitive Load Assessment |  Agile Starfish 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 team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | 60-90 min | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Team Charter, Working Norms, Role Notes | Cognitive Load Profile, Action List | Starfish Board, Practice Changes, Experiments |
Tags1 shared | RetrospectiveTeamImprovement | TeamAlignmentCollaboration | TeamComplexityImprovementDiagnosis | RetrospectiveImprovementExperimentsTeam |