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| Criterion |  Systems Thinking Rich Picture |  Agile Sprint Retrospective |  Agile Starfish Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min | 20-45 min |
Participantsdifferent | 2-10 | Scrum Team | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Rich Picture, Problem Framing Notes | Improvement actions, Team agreements | Starfish Board, Practice Changes, Experiments | Lessons learned, Action items, Event summary |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam | LearningOperationsImprovement |