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| Criterion |  Systems Thinking Polarity Mapping |  Agile Starfish Retrospective |  Agile 4Ls Retrospective |  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 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. | 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 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 | 45–75 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-12 | 4-12 | Team members involved | Scrum Team |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions | Improvement actions, Team agreements |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementLearning |