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| Criterion |  Agile Starfish Retrospective |  Innovation Lean Startup |  Agile 4Ls Retrospective |  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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | 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 | Wochen bis Monate je Lernzyklus | 45–75 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | Team members involved | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 4Ls Board, Learning Themes, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | LeanStartupValidationMVP | RetrospectiveLearningReflectionTeam | RetrospectiveTeamImprovement |