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| Criterion |  Operations Accountability Ladder |  Systems Thinking Leverage Points |  Agile 4Ls Retrospective |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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 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. | 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 | High | Low | Low |
Timedifferent | 20-45 min | Half day | 45–75 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Leverage Map, Action Strategy | 4Ls Board, Learning Themes, Improvement Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingChangeStrategy | RetrospectiveLearningReflectionTeam | ChangeDecisionStrategy |