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| Criterion |  Systems Thinking Leverage Points |  Agile Start Stop Continue |  Systems Thinking Future Reality Tree |  Agile Starfish 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 deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | Half day | 30-60 min | 2-4 h | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Start Stop Continue Board, Improvement Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingChangeStrategy | RetrospectiveImprovementTeamReflection | Theory of ConstraintsSystems thinkingChange | RetrospectiveImprovementExperimentsTeam |