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| Criterion |  Systems Thinking Leverage Points |  Agile 4Ls Retrospective |  Agile Affinity Estimation |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | 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. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 45–75 min | 30-90 min | 2-5 min je Item |
Participantsdifferent | 3-12 | Team members involved | 3-12 | 3-9 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | 4Ls Board, Learning Themes, Improvement Actions | Affinity Size Map, Grouped Estimates, Unclear Items | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | Systems thinkingChangeStrategy | RetrospectiveLearningReflectionTeam | EstimationBacklogRelative sizing | EstimationAgileRelative sizingTeam |