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| Criterion |  Systems Thinking Polarity Mapping |  Operations Accountability Ladder |  Agile Starfish Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 20-45 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 1-8 | 4-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Ownership Reflection, Action Commitment, Coaching Notes | Starfish Board, Practice Changes, Experiments | Emotion Board, Themes, Action Items |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ResponsibilityLeadershipTeam | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamReflection |