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Selected:Sprint RetrospectiveTeam Cognitive Load AssessmentSailboat RetrospectiveAfter-Action Review
| Criterion |  Agile Sprint Retrospective |  Team Design Team Cognitive Load Assessment |  Agile Sailboat Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
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 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 60-90 min | 45-90 min | 20-45 min |
Participantsdifferent | Scrum Team | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Improvement actions, Team agreements | Cognitive Load Profile, Action List | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary |
Tags1 shared | RetrospectiveImprovementLearning | TeamComplexityImprovementDiagnosis | RetrospectiveTeamImprovement | LearningOperationsImprovement |