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| Criterion |  Team Design Team Cognitive Load Assessment |  Systems Thinking Polarity Mapping |  Agile Starfish Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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 | 60-90 min | 1-2 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Polarity Map, Warning Signs, Balance Actions | Starfish Board, Practice Changes, Experiments | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | TeamComplexityImprovementDiagnosis | Systems thinkingTradeoffsLeadership | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementTeamReflection |