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| Criterion |  Agile Starfish Retrospective |  Agile Sprint Retrospective |  Operations Learning Review |  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 a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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 | Low | Medium | Low |
Timedifferent | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-3 h | 45-90 min |
Participantsdifferent | 4-12 | Scrum Team | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Improvement actions, Team agreements | Learning Review Notes, System Factors, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tags1 shared | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementLearning | LearningRetrospectiveIncidentOperations | RetrospectiveTeamImprovement |