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| Criterion |  Team Design Team API |  Agile 4Ls Retrospective |  Decision Making Force Field Analysis |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Half day initial, dann laufend | 45–75 min | 45-90 min | 30-60 min |
Participantsdifferent | Ein Team plus Stakeholder | Team members involved | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | 4Ls Board, Learning Themes, Improvement Actions | Force Field Map, Change Levers, Risk Notes | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | TeamAlignmentCommunicationService | RetrospectiveLearningReflectionTeam | ChangeDecisionStrategy | RetrospectiveImprovementTeamReflection |