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| Criterion |  Decision Making Force Field Analysis |  Agile 4Ls Retrospective |  Decision Making Delphi Method |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | Low | Low | High | Low |
Timedifferent | 45-90 min | 45–75 min | 1-4 Wochen | 30-60 min |
Participantsdifferent | 3-12 | Team members involved | 6-30 Experten | 3-10 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | 4Ls Board, Learning Themes, Improvement Actions | Expert Forecast, Consensus Range, Assumption Notes | Emotion Board, Themes, Action Items |
Tagsno overlap | ChangeDecisionStrategy | RetrospectiveLearningReflectionTeam | ForecastingExpertsDecisionStrategy | RetrospectiveTeamReflection |