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| Criterion |  Agile Starfish Retrospective |  Business Strategy Strategy Execution Loop |  Agile Mad Sad Glad |  Agile Start Stop Continue |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-90 min | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 30-60 min |
Participantsdifferent | 4-12 | 5-12 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Execution Loop, Review Cadence, Strategic Learning Log | Emotion Board, Themes, Action Items | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | ExecutionCadenceLearningGovernance | RetrospectiveTeamReflection | RetrospectiveImprovementTeamReflection |