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| Criterion |  Systems Thinking Futures Wheel |  Operations Accountability Ladder |  Agile 4Ls Retrospective |  Systems Thinking Polarity Mapping |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-120 min | 20-45 min | 45–75 min | 1-2 h |
Participantsdifferent | 3-10 | 1-8 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Ownership Reflection, Action Commitment, Coaching Notes | 4Ls Board, Learning Themes, Improvement Actions | Polarity Map, Warning Signs, Balance Actions |
Tagsno overlap | ForesightSystems thinkingSignals | ResponsibilityLeadershipTeam | RetrospectiveLearningReflectionTeam | Systems thinkingTradeoffsLeadership |