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| Criterion |  Systems Thinking Rich Picture |  Agile Sailboat Retrospective |  Facilitation Expectation Mapping |  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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | 45-90 min | 45-90 min |
Participantsdifferent | 2-10 | 4-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Sailboat Board, Risks, Improvement Actions | Expectation Map, Alignment Notes, Agreements | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | RetrospectiveTeamImprovement | AlignmentStakeholdersTeam | RetrospectiveImprovementExperimentsTeam |