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| Criterion |  Decision Making Assumption Surfacing |  Agile 4Ls Retrospective |  Decision Making Force Field Analysis |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45–75 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | Team members involved | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | 4Ls Board, Learning Themes, Improvement Actions | Force Field Map, Change Levers, Risk Notes | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | RetrospectiveLearningReflectionTeam | ChangeDecisionStrategy | RetrospectiveImprovementTeamReflection |