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| Criterion |  Operations Accountability Ladder |  Agile Starfish Retrospective |  Systems Thinking CATWOE Analysis |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Starfish Board, Practice Changes, Experiments | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ResponsibilityLeadershipTeam | RetrospectiveImprovementExperimentsTeam | Systems thinkingFramingStakeholders | AlignmentStakeholdersTeam |