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| Criterion |  Systems Thinking Polarity Mapping |  Team Design Team Cognitive Load Assessment |  Agile Sailboat Retrospective |  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 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 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 | Medium | Low | Low |
Timedifferent | 1-2 h | 60-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Cognitive Load Profile, Action List | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingTradeoffsLeadership | TeamComplexityImprovementDiagnosis | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |