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| Criterion |  Systems Thinking Polarity Mapping |  Operations After-Action Review |  Agile Start Stop Continue |  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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 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 | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Lessons learned, Action items, Event summary | Start Stop Continue Board, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LearningOperationsImprovement | RetrospectiveImprovementTeamReflection | RetrospectiveTeamReflection |