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| Criterion |  Systems Thinking Polarity Mapping |  Agile Sprint Retrospective |  Operations Accountability Ladder |  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. | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | Low | Low | Low |
Timedifferent | 1-2 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min | 45-90 min |
Participantsdifferent | 3-12 | Scrum Team | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Improvement actions, Team agreements | Ownership Reflection, Action Commitment, Coaching Notes | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveImprovementLearning | ResponsibilityLeadershipTeam | RetrospectiveImprovementExperimentsTeam |