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| Criterion |  Agile Starfish Retrospective |  Operations Process Mapping |  Operations A3 Problem Solving |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | 1-3 h | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 3-10 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | RetrospectiveTeamImprovement |