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| Criterion |  Agile Starfish Retrospective |  Agile 4Ls Retrospective |  Operations Learning 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 a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 45–75 min | 1-3 h | 45-90 min |
Participantsdifferent | 4-12 | Team members involved | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tags1 shared | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam | LearningRetrospectiveIncidentOperations | RetrospectiveTeamImprovement |