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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations Learning Review |  Agile Sprint Retrospective |  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 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. | 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 | Medium | Low | Low |
Timedifferent | 60-90 min | 1-3 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | Scrum Team | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Learning Review Notes, System Factors, Improvement Actions | Improvement actions, Team agreements | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | TeamComplexityImprovementDiagnosis | LearningRetrospectiveIncidentOperations | RetrospectiveImprovementLearning | RetrospectiveTeamImprovement |