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| Criterion |  Agile Start Stop Continue |  Systems Thinking Leverage Points |  Agile Sprint Retrospective |  Decision Making OODA Loop |
|---|---|---|---|---|
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 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | Half day | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | Scrum Team | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Leverage Map, Action Strategy | Improvement actions, Team agreements | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RetrospectiveImprovementTeamReflection | Systems thinkingChangeStrategy | RetrospectiveImprovementLearning | DecisionChangeLearningStrategy |