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| Criterion |  Systems Thinking Rich Picture |  Operations After-Action Review |  Agile Mad Sad Glad |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 20-45 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-10 | 3-12 | 3-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Lessons learned, Action items, Event summary | Emotion Board, Themes, Action Items | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | LearningOperationsImprovement | RetrospectiveTeamReflection | RetrospectiveTeamImprovement |