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| Criterion |  Facilitation Team Charter |  Team Design Team Cognitive Load Assessment |  Agile Starfish Retrospective |  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 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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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 | Medium | Low | Low |
Timedifferent | 2-4 h | 60-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Cognitive Load Profile, Action List | Starfish Board, Practice Changes, Experiments | Start Stop Continue Board, Improvement Actions |
Tags1 shared | TeamAlignmentCollaboration | TeamComplexityImprovementDiagnosis | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementTeamReflection |