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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Concept Mapping |  Agile Starfish Retrospective |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-2 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Concept Map, Relationship Labels, Knowledge Gaps | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | FlowMeasurementConstraints | KnowledgeConceptsMappingSensemaking | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement |