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| Criterion |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Agile Mad Sad Glad |  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. | 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. | 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 | High | Low | Low |
Timedifferent | Half day | 1-4 Wochen | 30-60 min | 45–75 min |
Participantsdifferent | 3-12 | 6-30 Experten | 3-10 | Team members involved |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Emotion Board, Themes, Action Items | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | RetrospectiveTeamReflection | RetrospectiveLearningReflectionTeam |