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| Criterion |  Agile Starfish Retrospective |  Operations Accountability Ladder |  Facilitation Alignment Mapping |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 20-45 min | 1-2 h | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Ownership Reflection, Action Commitment, Coaching Notes | Alignment Map, Open Issues, Decision Questions | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | ResponsibilityLeadershipTeam | AlignmentStakeholdersStrategyFacilitation | AlignmentStakeholdersTeam |