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| Criterion |  Systems Thinking Current Reality Tree |  Agile Sailboat Retrospective |  Agile Start Stop Continue |  Agile Starfish Retrospective |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-6 h | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam |