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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Accountability Ladder |  Agile 4Ls Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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 | Low | Low |
Timedifferent | 1-2 h | 20-45 min | 45–75 min | 30-60 min |
Participantsdifferent | 1-8 | 1-8 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Ownership Reflection, Action Commitment, Coaching Notes | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | ResponsibilityLeadershipTeam | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection |