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| Criterion |  Team Design Team Cognitive Load Assessment |  Agile 4Ls Retrospective |  Operations After-Action Review |  Operations Learning Review |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-90 min | 45–75 min | 20-45 min | 1-3 h |
Participantsdifferent | 3-12 | Team members involved | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | TeamComplexityImprovementDiagnosis | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations |