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| Criterion |  Systems Thinking Polarity Mapping |  Agile Start Stop Continue |  Systems Thinking Current Reality Tree |  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 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 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 | High | Low |
Timedifferent | 1-2 h | 30-60 min | 2-6 h | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 4-12 |
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 | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveImprovementTeamReflection | Systems thinkingRoot causeConstraintsCausality | RetrospectiveImprovementExperimentsTeam |