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| Criterion |  Systems Thinking Soft Systems Methodology |  Systems Thinking Polarity Mapping |  Agile Sailboat Retrospective |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 0.5-3 Tage | 1-2 h | 45-90 min | 45–75 min |
Participantsdifferent | 5-15 | 3-12 | 4-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Polarity Map, Warning Signs, Balance Actions | Sailboat Board, Risks, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | Systems thinkingTradeoffsLeadership | RetrospectiveTeamImprovement | RetrospectiveLearningReflectionTeam |