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| Criterion |  Agile Starfish Retrospective |  Product Strategy Lean Canvas |  Agile Start Stop Continue |  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 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 deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 1-6 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Lean Canvas, Core Assumptions, Experiment Backlog | Start Stop Continue Board, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | StartupLeanAssumptionsBusiness model | RetrospectiveImprovementTeamReflection | RetrospectiveTeamImprovement |