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| Criterion |  Agile Start Stop Continue |  Facilitation Expectation Mapping |  Agile 4Ls Retrospective |  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 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 sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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 | 45–75 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | Team members involved | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Expectation Map, Alignment Notes, Agreements | 4Ls Board, Learning Themes, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tags1 shared | RetrospectiveImprovementTeamReflection | AlignmentStakeholdersTeam | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementExperimentsTeam |