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| Criterion |  Operations Theory of Constraints |  Agile Starfish Retrospective |  Agile Start Stop Continue |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Starfish Board, Practice Changes, Experiments | Start Stop Continue Board, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tags1 shared | OperationsConstraintsFlowImprovement | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementTeamReflection | RetrospectiveTeamImprovement |