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| Criterion |  Decision Making Red Teaming |  Agile Start Stop Continue |  Agile Sailboat Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 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 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 | High | Low | Low | Low |
Timedifferent | 1-4 h | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Start Stop Continue Board, Improvement Actions | Sailboat Board, Risks, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | RiskDecisionSensemaking | RetrospectiveImprovementTeamReflection | RetrospectiveTeamImprovement | RetrospectiveTeamReflection |