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| Criterion |  Operations Accountability Ladder |  Agile 4Ls Retrospective |  Systems Thinking Intervention Mapping |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 20-45 min | 45–75 min | 1-5 Tage | 30-60 min |
Participantsdifferent | 1-8 | Team members involved | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | 4Ls Board, Learning Themes, Improvement Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | RetrospectiveLearningReflectionTeam | ChangeSystems thinkingCapability | RetrospectiveImprovementTeamReflection |