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| Criterion |  Systems Thinking Leverage Points |  Facilitation Team Charter |  Agile Start Stop Continue |  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 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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Medium | Low | Low |
Timedifferent | Half day | 2-4 h | 30-60 min | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes | Start Stop Continue Board, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Systems thinkingChangeStrategy | TeamAlignmentCollaboration | RetrospectiveImprovementTeamReflection | RetrospectiveLearningReflectionTeam |