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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations After-Action Review |  Operations Gemba Walk |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | 60-90 min | 20-45 min | 30-120 min | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 2-6 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | TeamComplexityImprovementDiagnosis | LearningOperationsImprovement | LeanObservationProcessOperations | RetrospectiveLearningReflectionTeam |