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| Criterion |  Agile Sprint Retrospective |  UX Research Customer Journey Mapping |  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. | When a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 2-4 h | 45-90 min | 20-45 min |
Participantsdifferent | Scrum Team | 4-10 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Improvement actions, Team agreements | Journey Map, Pain-point List, Opportunity Backlog | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | RetrospectiveImprovementLearning | JourneyServiceService design | RetrospectiveTeamImprovement | LearningOperationsImprovement |