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| Criterion |  Systems Thinking Current Reality Tree |  Agile Starfish Retrospective |  Agile Start Stop Continue |  Agile Sailboat 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 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. | 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 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 | 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 | Starfish Board, Practice Changes, Experiments | Start Stop Continue Board, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementTeamReflection | RetrospectiveTeamImprovement |