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| Criterion |  Systems Thinking Polarity Mapping |  Agile Sprint Retrospective |  Operations Bottleneck Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-2 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | Scrum Team | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Improvement actions, Team agreements | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveImprovementLearning | FlowMeasurementConstraints | Systems thinkingRoot causeConstraintsCausality |