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| Criterion |  Business Strategy Strategy Execution Loop |  Knowledge Modeling Feynman Technique |  Agile Mad Sad Glad |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 20-60 min | 30-60 min | 45–75 min |
Participantsdifferent | 5-12 | 1 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Plain-language Explanation, Knowledge Gaps, Study Notes | Emotion Board, Themes, Action Items | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ExecutionCadenceLearningGovernance | LearningKnowledgeUnderstanding | RetrospectiveTeamReflection | RetrospectiveLearningReflectionTeam |