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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations After-Action Review |  Operations Process Mapping |  Agile Sailboat 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Medium | Low |
Timedifferent | 60-90 min | 20-45 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Sailboat Board, Risks, Improvement Actions |
Tags1 shared | TeamComplexityImprovementDiagnosis | LearningOperationsImprovement | ProcessOperationsImprovement | RetrospectiveTeamImprovement |