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| Criterion |  Systems Thinking Polarity Mapping |  Agile Start Stop Continue |  Systems Thinking Current Reality Tree |  Agile 4Ls 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 deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 h | 30-60 min | 2-6 h | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 3-8 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Start Stop Continue Board, Improvement Actions | Current Reality Tree, Core Problems, Intervention Ideas | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveImprovementTeamReflection | Systems thinkingRoot causeConstraintsCausality | RetrospectiveLearningReflectionTeam |