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| Criterion |  Systems Thinking Polarity Mapping |  Agile Start Stop Continue |  Agile Sprint Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
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. | 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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 30-60 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | Scrum Team | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Start Stop Continue Board, Improvement Actions | Improvement actions, Team agreements | Emotion Board, Themes, Action Items |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementLearning | RetrospectiveTeamReflection |