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| Criterion |  Agile 4Ls Retrospective |  Systems Thinking Leverage Points |  Agile Start Stop Continue |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Half day | 30-60 min | 30-60 min |
Participantsdifferent | Team members involved | 3-12 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Leverage Map, Action Strategy | Start Stop Continue Board, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveLearningReflectionTeam | Systems thinkingChangeStrategy | RetrospectiveImprovementTeamReflection | RetrospectiveTeamReflection |