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| Criterion |  Systems Thinking Leverage Points |  Agile Sailboat Retrospective |  Systems Thinking Future Reality Tree |  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 a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | Low |
Timedifferent | Half day | 45-90 min | 2-4 h | 45–75 min |
Participantsdifferent | 3-12 | 4-12 | 3-8 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Sailboat Board, Risks, Improvement Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Systems thinkingChangeStrategy | RetrospectiveTeamImprovement | Theory of ConstraintsSystems thinkingChange | RetrospectiveLearningReflectionTeam |