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| Criterion |  Systems Thinking Polarity Mapping |  Agile Sailboat Retrospective |  Operations After-Action Review |  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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Low | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-12 | 4-12 | 3-12 | Scrum Team |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary | Improvement actions, Team agreements |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveTeamImprovement | LearningOperationsImprovement | RetrospectiveImprovementLearning |