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| Criterion |  Decision Making Force Field Analysis |  DevOps Blameless Postmortem |  Agile 4Ls Retrospective |  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. | After an incident with damage or a near miss, the method creates a sober field for learning without assigning blame. It directs attention to the course of events, conditions, and effective countermeasures. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 30-90 min | 45–75 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | Team members involved | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Postmortem Doc, Action Items, Timeline | 4Ls Board, Learning Themes, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | ChangeDecisionStrategy | Site Reliability EngineeringIncidentLearningReliability | RetrospectiveLearningReflectionTeam | RetrospectiveTeamReflection |