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| Criterion |  Agile Starfish Retrospective |  Decision Making RAPID |  Decision Making DACI |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | 3-12 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | DecisionRolesGovernance | DecisionRolesGovernanceAlignment | RetrospectiveTeamImprovement |