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| Criterion |  Agile Planning Poker |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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 | Low | High | Medium | Low |
Timedifferent | 2-5 min je Item | Half day | 15-60 min je Zyklus | 45–75 min |
Participantsdifferent | 3-9 | 3-12 | 1-8 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | EstimationAgileRelative sizingTeam | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | RetrospectiveLearningReflectionTeam |