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| Criterion |  Systems Thinking Rich Picture |  Agile Sailboat Retrospective |  Team Design Team Cognitive Load Assessment |  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 a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-90 min | 45-90 min | 60-90 min | 45-90 min |
Participantsdifferent | 2-10 | 4-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Sailboat Board, Risks, Improvement Actions | Cognitive Load Profile, Action List | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | RetrospectiveTeamImprovement | TeamComplexityImprovementDiagnosis | RetrospectiveImprovementExperimentsTeam |