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| Criterion |  Systems Thinking Polarity Mapping |  Operations Learning Review |  Agile Starfish Retrospective |  Agile Sprint 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 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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-3 h | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-12 | 3-10 | 4-12 | Scrum Team |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Learning Review Notes, System Factors, Improvement Actions | Starfish Board, Practice Changes, Experiments | Improvement actions, Team agreements |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LearningRetrospectiveIncidentOperations | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementLearning |