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| Criterion |  Operations Accountability Ladder |  Agile Sailboat Retrospective |  Facilitation Delegation Poker |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 45-90 min | 45–75 min |
Participantsdifferent | 1-8 | 4-12 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Sailboat Board, Risks, Improvement Actions | Delegation Board, Decision Boundaries, Role Agreements | 4Ls Board, Learning Themes, Improvement Actions |
Tags1 shared | ResponsibilityLeadershipTeam | RetrospectiveTeamImprovement | AutonomyRolesTeam | RetrospectiveLearningReflectionTeam |