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| Criterion |  Systems Thinking Leverage Points |  Operations Accountability Ladder |  Agile Start Stop Continue |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | 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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Low | Low |
Timedifferent | Half day | 20-45 min | 30-60 min | 45–75 min |
Participantsdifferent | 3-12 | 1-8 | 3-12 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Ownership Reflection, Action Commitment, Coaching Notes | Start Stop Continue Board, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Systems thinkingChangeStrategy | ResponsibilityLeadershipTeam | RetrospectiveImprovementTeamReflection | RetrospectiveLearningReflectionTeam |