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Selected:Sprint RetrospectiveStarfish RetrospectiveTeam Cognitive Load AssessmentStart Stop Continue
| Criterion |  Agile Sprint Retrospective |  Agile Starfish Retrospective |  Team Design Team Cognitive Load Assessment |  Agile Start Stop Continue |
|---|---|---|---|---|
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 deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
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 | 30-60 min |
Participantsdifferent | Scrum Team | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Improvement actions, Team agreements | Starfish Board, Practice Changes, Experiments | Cognitive Load Profile, Action List | Start Stop Continue Board, Improvement Actions |
Tags1 shared | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam | TeamComplexityImprovementDiagnosis | RetrospectiveImprovementTeamReflection |