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| Criterion |  Systems Thinking Leverage Points |  Facilitation Team Charter |  Agile 4Ls Retrospective |  Decision Making OODA Loop |
|---|---|---|---|---|
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 is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 2-4 h | 45–75 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | Team members involved | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes | 4Ls Board, Learning Themes, Improvement Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingChangeStrategy | TeamAlignmentCollaboration | RetrospectiveLearningReflectionTeam | DecisionChangeLearningStrategy |