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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Agile 4Ls Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 20-45 min | 45–75 min | 30-60 min |
Participantsdifferent | 1-20 | 3-12 | Team members involved | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam | RetrospectiveTeamReflection |