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| Criterion |  Operations Accountability Ladder |  Systems Thinking Leverage Points |  Agile Starfish Retrospective |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20-45 min | Half day | 45-90 min | 45–75 min |
Participantsdifferent | 1-8 | 3-12 | 4-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Leverage Map, Action Strategy | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingChangeStrategy | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |