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Selected:Sprint RetrospectiveStarfish RetrospectiveTeam Cognitive Load AssessmentSailboat Retrospective
| Criterion |  Agile Sprint Retrospective |  Agile Starfish Retrospective |  Team Design Team Cognitive Load Assessment |  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. | 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 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. |
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 | Starfish Board, Practice Changes, Experiments | Cognitive Load Profile, Action List | Sailboat Board, Risks, Improvement Actions |
Tags1 shared | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam | TeamComplexityImprovementDiagnosis | RetrospectiveTeamImprovement |