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| Criterion |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |  Agile 4Ls Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | High | High | Low | Low |
Timedifferent | 2-6 h | 2-6 h | 45–75 min | 30-60 min |
Participantsdifferent | 3-8 | 3-10 | Team members involved | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection |