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| Criterion |  Agile Start Stop Continue |  Systems Thinking Future Reality Tree |  Agile Starfish Retrospective |  Agile 4Ls 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 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. | 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 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 | Low | Low |
Timedifferent | 30-60 min | 2-4 h | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 3-8 | 4-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | Theory of ConstraintsSystems thinkingChange | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |