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| Criterion |  Facilitation Team Charter |  Agile 4Ls Retrospective |  Decision Making OODA Loop |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h | 45–75 min | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 3-12 | Team members involved | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | 4Ls Board, Learning Themes, Improvement Actions | Situation Assessment, Decision Loop, Action Updates | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | TeamAlignmentCollaboration | RetrospectiveLearningReflectionTeam | DecisionChangeLearningStrategy | RetrospectiveImprovementTeamReflection |