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| Criterion |  Agile Start Stop Continue |  Facilitation Alignment Mapping |  Agile Sailboat Retrospective |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | 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 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 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 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 | 30-60 min | 1-2 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 4-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Alignment Map, Open Issues, Decision Questions | Sailboat Board, Risks, Improvement Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RetrospectiveImprovementTeamReflection | AlignmentStakeholdersStrategyFacilitation | RetrospectiveTeamImprovement | StakeholdersFacilitationAlignmentPlanning |