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| Criterion |  Team Design Team Cognitive Load Assessment |  Systems Thinking Leverage Points |  Agile Start Stop Continue |  Agile Starfish 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 60-90 min | Half day | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Leverage Map, Action Strategy | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | TeamComplexityImprovementDiagnosis | Systems thinkingChangeStrategy | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam |