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| Criterion |  Operations Weekly Review |  Operations Learning Review |  Operations After-Action Review |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 20-45 min | 45–75 min |
Participantsdifferent | 1 | 3-10 | 3-12 | Team members involved |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Learning Review Notes, System Factors, Improvement Actions | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ProductivityExecutionPlanning | LearningRetrospectiveIncidentOperations | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam |