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| Criterion |  Agile Starfish Retrospective |  Facilitation Stakeholder Mapping |  Facilitation Expectation Mapping |  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 initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 60–90 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Stakeholder Map, Engagement Plan, Risk Notes | Expectation Map, Alignment Notes, Agreements | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersTeam | RetrospectiveTeamImprovement |