View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Polarity Mapping |  Operations Learning Review |  Agile Sailboat Retrospective |  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. | 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. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | 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 | Medium | Low | Low |
Timedifferent | 1-2 h | 1-3 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Learning Review Notes, System Factors, Improvement Actions | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LearningRetrospectiveIncidentOperations | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |