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| Criterion |  Systems Thinking Future Reality Tree |  Agile 4Ls Retrospective |  Decision Making Force Field Analysis |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-4 h | 45–75 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | Team members involved | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | 4Ls Board, Learning Themes, Improvement Actions | Force Field Map, Change Levers, Risk Notes | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | RetrospectiveLearningReflectionTeam | ChangeDecisionStrategy | RetrospectiveImprovementTeamReflection |