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| Criterion |  Agile Starfish Retrospective |  Facilitation Team Charter |  Agile Sailboat Retrospective |  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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 2-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Team Charter, Working Norms, Role Notes | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tags1 shared | RetrospectiveImprovementExperimentsTeam | TeamAlignmentCollaboration | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection |