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| Criterion |  Operations After-Action Review |  Operations Accountability Ladder |  Facilitation Delegation Poker |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 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 | 20-45 min | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 1-8 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Ownership Reflection, Action Commitment, Coaching Notes | Delegation Board, Decision Boundaries, Role Agreements | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | ResponsibilityLeadershipTeam | AutonomyRolesTeam | RetrospectiveLearningReflectionTeam |