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| Criterion |  Agile Starfish Retrospective |  Agile 4Ls Retrospective |  Operations After-Action Review |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45–75 min | 20-45 min | 45-90 min |
Participantsdifferent | 4-12 | Team members involved | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement | RetrospectiveTeamImprovement |