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| Criterion |  Agile Sprint Retrospective |  Knowledge Modeling Feynman Technique |  Agile Sailboat Retrospective |  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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-60 min | 45-90 min | 20-45 min |
Participantsdifferent | Scrum Team | 1 | 4-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Improvement actions, Team agreements | Plain-language Explanation, Knowledge Gaps, Study Notes | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | RetrospectiveImprovementLearning | LearningKnowledgeUnderstanding | RetrospectiveTeamImprovement | LearningOperationsImprovement |