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| Criterion |  Decision Making Decision Tree |  Agile Sailboat Retrospective |  Decision Making Constraint Analysis |  Agile Starfish Retrospective |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 45-90 min | 30-90 min | 45-90 min |
Participantsdifferent | 1-6 | 4-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Sailboat Board, Risks, Improvement Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | DecisionTreeOptions | RetrospectiveTeamImprovement | ConstraintsDecisionPlanningOptions | RetrospectiveImprovementExperimentsTeam |