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| Criterion |  Operations After-Action Review |  Facilitation Responsibility Poker |  Operations Accountability Ladder |  Facilitation Delegation Poker |
|---|---|---|---|---|
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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Responsibility Map, Role Agreements, Open Questions | Ownership Reflection, Action Commitment, Coaching Notes | Delegation Board, Decision Boundaries, Role Agreements |
Tagsno overlap | LearningOperationsImprovement | RolesResponsibilityTeamFacilitation | ResponsibilityLeadershipTeam | AutonomyRolesTeam |