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| Criterion |  Systems Thinking Current Reality Tree |  Agile Start Stop Continue |  Agile Starfish Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
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 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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-6 h | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments | Emotion Board, Themes, Action Items |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamReflection |