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| Criterion |  Systems Thinking Rich Picture |  Agile Sailboat Retrospective |  Operations Accountability Ladder |  Agile Start Stop Continue |
|---|---|---|---|---|
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 a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 45-90 min | 20-45 min | 30-60 min |
Participantsdifferent | 2-10 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Sailboat Board, Risks, Improvement Actions | Ownership Reflection, Action Commitment, Coaching Notes | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | RetrospectiveTeamImprovement | ResponsibilityLeadershipTeam | RetrospectiveImprovementTeamReflection |