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| Criterion |  Agile Sprint Retrospective |  Agile Starfish Retrospective |  Operations Accountability Ladder |  Agile Sailboat 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 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. | 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. | 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. |
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 | 45-90 min |
Participantsdifferent | Scrum Team | 4-12 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Improvement actions, Team agreements | Starfish Board, Practice Changes, Experiments | Ownership Reflection, Action Commitment, Coaching Notes | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam | ResponsibilityLeadershipTeam | RetrospectiveTeamImprovement |