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| Criterion |  Decision Making Decision Tree |  Agile Starfish Retrospective |  Decision Making Constraint Analysis |  Agile Sailboat 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 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 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 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 | 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 | Starfish Board, Practice Changes, Experiments | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | DecisionTreeOptions | RetrospectiveImprovementExperimentsTeam | ConstraintsDecisionPlanningOptions | RetrospectiveTeamImprovement |