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| Criterion |  Agile 4Ls Retrospective |  Agile Mad Sad Glad |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 45–75 min | 30-60 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | Team members involved | 3-10 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Emotion Board, Themes, Action Items | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RetrospectiveLearningReflectionTeam | RetrospectiveTeamReflection | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |