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| Criterion |  Agile Sprint Retrospective |  Operations Weekly Review |  Agile 4Ls Retrospective |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-60 min | 45–75 min | 1-2 h Setup, laufend |
Participantsdifferent | Scrum Team | 1 | Team members involved | 1 |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Improvement actions, Team agreements | Updated Task System, Weekly Focus, Next Actions | 4Ls Board, Learning Themes, Improvement Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | RetrospectiveImprovementLearning | ProductivityExecutionPlanning | RetrospectiveLearningReflectionTeam | ProductivityPlanningTasksExecution |