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| Criterion |  Agile Sprint Retrospective |  Operations After-Action Review |  Operations Getting Things Done |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min | 1-2 h Setup, laufend | 45–75 min |
Participantsdifferent | Scrum Team | 3-12 | 1 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Improvement actions, Team agreements | Lessons learned, Action items, Event summary | Action Lists, Project List, Review Routine | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementLearning | LearningOperationsImprovement | ProductivityPlanningTasksExecution | RetrospectiveLearningReflectionTeam |