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| Criterion |  Agile Start Stop Continue |  Systems Thinking Leverage Points |  Agile 4Ls Retrospective |  Agile Sprint 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | Half day | 45–75 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-12 | 3-12 | Team members involved | Scrum Team |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Leverage Map, Action Strategy | 4Ls Board, Learning Themes, Improvement Actions | Improvement actions, Team agreements |
Tagsno overlap | RetrospectiveImprovementTeamReflection | Systems thinkingChangeStrategy | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementLearning |