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| Criterion |  Operations Visual Management |  Agile Starfish Retrospective |  Agile Mad Sad Glad |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 45-90 min | 30-60 min | 20-45 min |
Participantsdifferent | 1-20 | 4-12 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Starfish Board, Practice Changes, Experiments | Emotion Board, Themes, Action Items | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamReflection | LearningOperationsImprovement |