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| Criterion |  Agile Sprint Retrospective |  Operations Getting Things Done |  Operations Weekly Review |  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. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | Medium | Low | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-2 h Setup, laufend | 30-60 min | 45–75 min |
Participantsdifferent | Scrum Team | 1 | 1 | Team members involved |
Formatdifferent | Workshop | Async | Async | Workshop |
Outputdifferent | Improvement actions, Team agreements | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementLearning | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning | RetrospectiveLearningReflectionTeam |