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| Criterion |  Team Design Team Cognitive Load Assessment |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Agile 4Ls 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-90 min | Half day | 15-60 min je Zyklus | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 1-8 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | TeamComplexityImprovementDiagnosis | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | RetrospectiveLearningReflectionTeam |