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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Evaporating Cloud |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Medium | Low | Low |
Timedifferent | 1-2 h | 60-120 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Starfish Board, Practice Changes, Experiments | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Theory of ConstraintsAssumptionsSystems thinking | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementTeamReflection |