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| Criterion |  Agile Mad Sad Glad |  Decision Making Red Teaming |  Decision Making Argument Mapping |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | 1-4 h | 1-3 h | 30-60 min |
Participantsdifferent | 3-10 | 3-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | RiskDecisionSensemaking | SensemakingDecisionRationale | RetrospectiveImprovementTeamReflection |