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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Agile 4Ls Retrospective |  Operations Learning Review |
|---|---|---|---|---|
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. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 45–75 min | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | Team members involved | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | 4Ls Board, Learning Themes, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | RetrospectiveLearningReflectionTeam | LearningRetrospectiveIncidentOperations |