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| Criterion |  Agile Start Stop Continue |  Delivery Communication Plan |  Agile Mad Sad Glad |  Agile Starfish Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 3-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Communication Plan, Channel Matrix, Message Cadence | Emotion Board, Themes, Action Items | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | RetrospectiveImprovementTeamReflection | CommunicationStakeholdersDeliveryPlanning | RetrospectiveTeamReflection | RetrospectiveImprovementExperimentsTeam |