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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Fishbowl Discussion |  Agile Start Stop Continue |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 a controversial topic needs depth and discipline at the same time, Fishbowl Discussion makes the structure of the conversation transparent. The format keeps the core small enough for real dialogue and open enough for controlled turnover. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 30-60 min | 45–75 min |
Participantsdifferent | 3-12 | 8-80 | 3-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Discussion Insights, Observed Tensions, Follow-up Questions | Start Stop Continue Board, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | FacilitationDialogueLarge group | RetrospectiveImprovementTeamReflection | RetrospectiveLearningReflectionTeam |