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| Criterion |  Systems Thinking Rich Picture |  Agile Starfish Retrospective |  Operations Accountability Ladder |  Agile 4Ls 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 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. | 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 sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 45-90 min | 20-45 min | 45–75 min |
Participantsdifferent | 2-10 | 4-12 | 1-8 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Starfish Board, Practice Changes, Experiments | Ownership Reflection, Action Commitment, Coaching Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | RetrospectiveImprovementExperimentsTeam | ResponsibilityLeadershipTeam | RetrospectiveLearningReflectionTeam |