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| Criterion |  Team Design Team Cognitive Load Assessment |  Decision Making Delphi Method |  Agile 4Ls Retrospective |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 60-90 min | 1-4 Wochen | 45–75 min | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | Team members involved | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Expert Forecast, Consensus Range, Assumption Notes | 4Ls Board, Learning Themes, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | TeamComplexityImprovementDiagnosis | ForecastingExpertsDecisionStrategy | RetrospectiveLearningReflectionTeam | RetrospectiveTeamImprovement |