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| Criterion |  Team Design Team Cognitive Load Assessment |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Medium | Low | Low |
Timedifferent | 60-90 min | 15-60 min je Zyklus | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 1-8 | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | TeamComplexityImprovementDiagnosis | DecisionChangeLearningStrategy | ChangeDecisionStrategy | RetrospectiveLearningReflectionTeam |