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| Criterion |  Systems Thinking Rich Picture |  Agile Starfish Retrospective |  Facilitation Expectation Mapping |  Agile Sailboat 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. | 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 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. |
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 | Starfish Board, Practice Changes, Experiments | Expectation Map, Alignment Notes, Agreements | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | RetrospectiveImprovementExperimentsTeam | AlignmentStakeholdersTeam | RetrospectiveTeamImprovement |