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| Criterion |  Systems Thinking Future Reality Tree |  Agile Mad Sad Glad |  Systems Thinking Leverage Points |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 2-4 h | 30-60 min | Half day | 45–75 min |
Participantsdifferent | 3-8 | 3-10 | 3-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Emotion Board, Themes, Action Items | Leverage Map, Action Strategy | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | RetrospectiveTeamReflection | Systems thinkingChangeStrategy | RetrospectiveLearningReflectionTeam |