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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Agile Starfish Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
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 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 wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Starfish Board, Practice Changes, Experiments | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementTeamReflection |