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| Criterion |  Operations Accountability Ladder |  Systems Thinking Polarity Mapping |  Systems Thinking Evaporating Cloud |  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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Medium | Medium | Low |
Timedifferent | 20-45 min | 1-2 h | 60-120 min | 45–75 min |
Participantsdifferent | 1-8 | 3-12 | 2-8 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Polarity Map, Warning Signs, Balance Actions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingTradeoffsLeadership | Theory of ConstraintsAssumptionsSystems thinking | RetrospectiveLearningReflectionTeam |