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| Criterion |  Agile Starfish Retrospective |  Facilitation Alignment Mapping |  Agile Start Stop Continue |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h | 30-60 min | 30-60 min |
Participantsdifferent | 4-12 | 4-12 | 3-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Alignment Map, Open Issues, Decision Questions | Start Stop Continue Board, Improvement Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | AlignmentStakeholdersStrategyFacilitation | RetrospectiveImprovementTeamReflection | StakeholdersFacilitationAlignmentPlanning |