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| Criterion |  Agile Start Stop Continue |  Agile Starfish Retrospective |  UX Research Customer Journey Mapping |  Agile Sailboat 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 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 user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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 | Low | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 2-4 h | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 4-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments | Journey Map, Pain-point List, Opportunity Backlog | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam | JourneyServiceService design | RetrospectiveTeamImprovement |