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| Criterion |  Systems Thinking Leverage Points |  Agile 4Ls Retrospective |  Decision Making Delphi Method |  Agile Mad Sad Glad |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Low | High | Low |
Timedifferent | Half day | 45–75 min | 1-4 Wochen | 30-60 min |
Participantsdifferent | 3-12 | Team members involved | 6-30 Experten | 3-10 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | 4Ls Board, Learning Themes, Improvement Actions | Expert Forecast, Consensus Range, Assumption Notes | Emotion Board, Themes, Action Items |
Tagsno overlap | Systems thinkingChangeStrategy | RetrospectiveLearningReflectionTeam | ForecastingExpertsDecisionStrategy | RetrospectiveTeamReflection |