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Selected:Sprint RetrospectiveTeam Cognitive Load AssessmentSailboat RetrospectiveStart Stop Continue
| Criterion |  Agile Sprint Retrospective |  Team Design Team Cognitive Load Assessment |  Agile Sailboat Retrospective |  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 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. | 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 | Medium | Low | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 60-90 min | 45-90 min | 30-60 min |
Participantsdifferent | Scrum Team | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Improvement actions, Team agreements | Cognitive Load Profile, Action List | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tags1 shared | RetrospectiveImprovementLearning | TeamComplexityImprovementDiagnosis | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection |