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| Criterion |  Agile Starfish Retrospective |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |  Agile Start Stop Continue |
|---|---|---|---|---|
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 teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | Half day | 2-4 h | 30-60 min |
Participantsdifferent | 4-12 | Team-Leads plus Architecture | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes | Start Stop Continue Board, Improvement Actions |
Tags1 shared | RetrospectiveImprovementExperimentsTeam | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration | RetrospectiveImprovementTeamReflection |