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Selected:Strategic, Tactical and Operational PlanningStarfish RetrospectiveMad Sad Glad4Ls Retrospective
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Starfish Retrospective |  Agile Mad Sad Glad |  Agile 4Ls 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 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'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 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 45-90 min | 30-60 min | 45–75 min |
Participantsdifferent | 4-12 | 4-12 | 3-10 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Starfish Board, Practice Changes, Experiments | Emotion Board, Themes, Action Items | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | CadenceGovernanceExecution | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamReflection | RetrospectiveLearningReflectionTeam |