View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Agile Start Stop Continue |  Systems Thinking Current Reality Tree |  Agile Mad Sad Glad |  Agile Sailboat Retrospective |
|---|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | 2-6 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Current Reality Tree, Core Problems, Intervention Ideas | Emotion Board, Themes, Action Items | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | Systems thinkingRoot causeConstraintsCausality | RetrospectiveTeamReflection | RetrospectiveTeamImprovement |