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| Criterion |  Agile Sprint Retrospective |  Team Design Team Cognitive Load Assessment |  Agile 4Ls Retrospective |  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 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 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. | 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 | Medium | Low | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 60-90 min | 45–75 min | 45-90 min |
Participantsdifferent | Scrum Team | 3-12 | Team members involved | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Improvement actions, Team agreements | Cognitive Load Profile, Action List | 4Ls Board, Learning Themes, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | RetrospectiveImprovementLearning | TeamComplexityImprovementDiagnosis | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementExperimentsTeam |