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| Criterion |  Systems Thinking Polarity Mapping |  Team Design Team Cognitive Load Assessment |  Agile Sailboat Retrospective |  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 juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | 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 | Medium | Low | Low |
Timedifferent | 1-2 h | 60-90 min | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Cognitive Load Profile, Action List | Sailboat Board, Risks, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | TeamComplexityImprovementDiagnosis | RetrospectiveTeamImprovement | RetrospectiveLearningReflectionTeam |