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| Criterion |  Systems Thinking Polarity Mapping |  Agile Sprint Retrospective |  Agile 4Ls Retrospective |  Agile Sailboat 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 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45–75 min | 45-90 min |
Participantsdifferent | 3-12 | Scrum Team | Team members involved | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Improvement actions, Team agreements | 4Ls Board, Learning Themes, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveImprovementLearning | RetrospectiveLearningReflectionTeam | RetrospectiveTeamImprovement |