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| Criterion |  Agile 4Ls Retrospective |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45–75 min | 2-4 h | 45-90 min | 30-60 min |
Participantsdifferent | Team members involved | 3-8 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveLearningReflectionTeam | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy | RetrospectiveTeamReflection |