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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations Process Mapping |  Agile Sailboat Retrospective |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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 | Medium | Low | Low |
Timedifferent | 60-90 min | 1-3 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Process Map, Handoff List, Improvement Backlog | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tags1 shared | TeamComplexityImprovementDiagnosis | ProcessOperationsImprovement | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |