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Selected:Sprint RetrospectiveSailboat RetrospectiveTeam Cognitive Load AssessmentStarfish Retrospective
| Criterion |  Agile Sprint Retrospective |  Agile Sailboat Retrospective |  Team Design Team Cognitive Load Assessment |  Agile Starfish 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 a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min | 60-90 min | 45-90 min |
Participantsdifferent | Scrum Team | 4-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Improvement actions, Team agreements | Sailboat Board, Risks, Improvement Actions | Cognitive Load Profile, Action List | Starfish Board, Practice Changes, Experiments |
Tags1 shared | RetrospectiveImprovementLearning | RetrospectiveTeamImprovement | TeamComplexityImprovementDiagnosis | RetrospectiveImprovementExperimentsTeam |