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| Criterion |  Agile Sprint Retrospective |  Knowledge Modeling Feynman Technique |  Operations Getting Things Done |  Operations After-Action Review |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-60 min | 1-2 h Setup, laufend | 20-45 min |
Participantsdifferent | Scrum Team | 1 | 1 | 3-12 |
Formatdifferent | Workshop | Async | Async | Workshop + async |
Outputdifferent | Improvement actions, Team agreements | Plain-language Explanation, Knowledge Gaps, Study Notes | Action Lists, Project List, Review Routine | Lessons learned, Action items, Event summary |
Tagsno overlap | RetrospectiveImprovementLearning | LearningKnowledgeUnderstanding | ProductivityPlanningTasksExecution | LearningOperationsImprovement |