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| Criterion |  Systems Thinking Futures Wheel |  Operations Theory of Constraints |  Agile 4Ls Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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 | Medium | High | Low | Low |
Timedifferent | 60-120 min | 2-4 h Analyse, laufend | 45–75 min | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | Team members involved | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Constraint Map, Improvement Plan, Flow Metrics | 4Ls Board, Learning Themes, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | ForesightSystems thinkingSignals | OperationsConstraintsFlowImprovement | RetrospectiveLearningReflectionTeam | RetrospectiveTeamReflection |