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| Criterion |  Systems Thinking CATWOE Analysis |  Agile 4Ls Retrospective |  Systems Thinking Current Reality Tree |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | 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 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-90 min | 45–75 min | 2-6 h | 30-60 min |
Participantsdifferent | 3-8 | Team members involved | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | 4Ls Board, Learning Themes, Improvement Actions | Current Reality Tree, Core Problems, Intervention Ideas | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | Systems thinkingFramingStakeholders | RetrospectiveLearningReflectionTeam | Systems thinkingRoot causeConstraintsCausality | RetrospectiveImprovementTeamReflection |