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| Criterion |  Systems Thinking Rich Picture |  Operations Learning Review |  Agile Starfish Retrospective |  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 a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 1-3 h | 45-90 min | 45-90 min |
Participantsdifferent | 2-10 | 3-10 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Learning Review Notes, System Factors, Improvement Actions | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | LearningRetrospectiveIncidentOperations | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement |