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| Criterion |  Agile Starfish Retrospective |  Facilitation Team Charter |  Team Design Team Cognitive Load Assessment |  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 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 juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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 | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | 60-90 min | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Team Charter, Working Norms, Role Notes | Cognitive Load Profile, Action List | Sailboat Board, Risks, Improvement Actions |
Tags1 shared | RetrospectiveImprovementExperimentsTeam | TeamAlignmentCollaboration | TeamComplexityImprovementDiagnosis | RetrospectiveTeamImprovement |