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| Criterion |  Agile Sprint Retrospective |  Agile Sailboat Retrospective |  Agile Starfish Retrospective |  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. | 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min | 45-90 min | 45–75 min |
Participantsdifferent | Scrum Team | 4-12 | 4-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Improvement actions, Team agreements | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tags1 shared | RetrospectiveImprovementLearning | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |