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| Criterion |  Operations Visual Management |  Agile Starfish Retrospective |  Operations After-Action Review |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 45-90 min | 20-45 min | 45–75 min |
Participantsdifferent | 1-20 | 4-12 | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Starfish Board, Practice Changes, Experiments | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | SignalsOperationsVisual management | RetrospectiveImprovementExperimentsTeam | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam |