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| Criterion |  Agile Starfish Retrospective |  Systems Thinking Future Reality Tree |  Systems Thinking Evaporating Cloud |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Low | High | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | 60-120 min | 45–75 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | Theory of ConstraintsSystems thinkingChange | Theory of ConstraintsAssumptionsSystems thinking | RetrospectiveLearningReflectionTeam |