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| Criterion |  Systems Thinking Polarity Mapping |  Agile Mad Sad Glad |  Facilitation Fishbowl Discussion |  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 team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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 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 | Low | Medium | Low |
Timedifferent | 1-2 h | 30-60 min | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 3-10 | 8-80 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Emotion Board, Themes, Action Items | Discussion Insights, Observed Tensions, Follow-up Questions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveTeamReflection | FacilitationDialogueLarge group | RetrospectiveLearningReflectionTeam |