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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Current Reality Tree |  Agile 4Ls Retrospective |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 h | 2-6 h | 45–75 min | 20-45 min |
Participantsdifferent | 3-12 | 3-8 | Team members involved | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Current Reality Tree, Core Problems, Intervention Ideas | 4Ls Board, Learning Themes, Improvement Actions | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingRoot causeConstraintsCausality | RetrospectiveLearningReflectionTeam | ResponsibilityLeadershipTeam |