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| Criterion |  Systems Thinking Leverage Points |  Agile Start Stop Continue |  Decision Making OODA Loop |  Agile Sailboat 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 30-60 min | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Start Stop Continue Board, Improvement Actions | Situation Assessment, Decision Loop, Action Updates | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | Systems thinkingChangeStrategy | RetrospectiveImprovementTeamReflection | DecisionChangeLearningStrategy | RetrospectiveTeamImprovement |