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| Criterion |  Facilitation Team Charter |  Agile Sailboat Retrospective |  Team Design Team Cognitive Load Assessment |  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 team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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 | 45-90 min | 60-90 min | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Sailboat Board, Risks, Improvement Actions | Cognitive Load Profile, Action List | Start Stop Continue Board, Improvement Actions |
Tags1 shared | TeamAlignmentCollaboration | RetrospectiveTeamImprovement | TeamComplexityImprovementDiagnosis | RetrospectiveImprovementTeamReflection |