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| Criterion |  Agile Starfish Retrospective |  Product Discovery Assumption Mapping |  Product Strategy Lean Canvas |  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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 1-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Assumption map, Test backlog, Risk ranking | Lean Canvas, Core Assumptions, Experiment Backlog | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | AssumptionsRiskExperimentsValidation | StartupLeanAssumptionsBusiness model | RetrospectiveTeamImprovement |