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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Future Reality Tree |  Agile Start Stop Continue |  Agile Starfish 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 h | 2-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Theory of ConstraintsSystems thinkingChange | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam |