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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations Learning Review |  Agile Sprint Retrospective |  Operations After-Action 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. | 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. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-90 min | 1-3 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min |
Participantsdifferent | 3-12 | 3-10 | Scrum Team | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Cognitive Load Profile, Action List | Learning Review Notes, System Factors, Improvement Actions | Improvement actions, Team agreements | Lessons learned, Action items, Event summary |
Tagsno overlap | TeamComplexityImprovementDiagnosis | LearningRetrospectiveIncidentOperations | RetrospectiveImprovementLearning | LearningOperationsImprovement |