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Selected:Strategic, Tactical and Operational PlanningMad Sad GladStarfish RetrospectiveSailboat Retrospective
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Mad Sad Glad |  Agile Starfish Retrospective |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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. | 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 | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 3-10 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Emotion Board, Themes, Action Items | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | CadenceGovernanceExecution | RetrospectiveTeamReflection | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement |