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| Criterion |  Operations Bottleneck Analysis |  Agile Mad Sad Glad |  Knowledge Modeling Concept Mapping |  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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 1-2 h | 45-90 min |
Participantsdifferent | 3-8 | 3-10 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Emotion Board, Themes, Action Items | Concept Map, Relationship Labels, Knowledge Gaps | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | FlowMeasurementConstraints | RetrospectiveTeamReflection | KnowledgeConceptsMappingSensemaking | RetrospectiveTeamImprovement |