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| Criterion |  Systems Thinking Polarity Mapping |  Agile Start Stop Continue |  Agile Starfish 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 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 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 | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments | Emotion Board, Themes, Action Items |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamReflection |