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| Criterion |  Systems Thinking Rich Picture |  Agile Sailboat Retrospective |  Operations Accountability Ladder |  Agile Starfish 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. | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 45-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 2-10 | 4-12 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Sailboat Board, Risks, Improvement Actions | Ownership Reflection, Action Commitment, Coaching Notes | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | RetrospectiveTeamImprovement | ResponsibilityLeadershipTeam | RetrospectiveImprovementExperimentsTeam |