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| Criterion |  Systems Thinking Leverage Points |  Agile Sailboat Retrospective |  Agile Start Stop Continue |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Half day | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection | ChangeDecisionStrategy |