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| Criterion |  Agile Sprint Retrospective |  Agile Sailboat Retrospective |  Operations Accountability Ladder |  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 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | 45-90 min | 20-45 min | 20-45 min |
Participantsdifferent | Scrum Team | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Improvement actions, Team agreements | Sailboat Board, Risks, Improvement Actions | Ownership Reflection, Action Commitment, Coaching Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | RetrospectiveImprovementLearning | RetrospectiveTeamImprovement | ResponsibilityLeadershipTeam | LearningOperationsImprovement |