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| Criterion |  Facilitation Expectation Mapping |  Decision Making Force Field Analysis |  Agile 4Ls Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 45–75 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | Team members involved | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Force Field Map, Change Levers, Risk Notes | 4Ls Board, Learning Themes, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | AlignmentStakeholdersTeam | ChangeDecisionStrategy | RetrospectiveLearningReflectionTeam | RetrospectiveTeamReflection |