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| Criterion |  Operations Bottleneck Analysis |  Operations Accountability Ladder |  Agile 4Ls Retrospective |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 20-45 min | 45–75 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | Team members involved | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Ownership Reflection, Action Commitment, Coaching Notes | 4Ls Board, Learning Themes, Improvement Actions | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | FlowMeasurementConstraints | ResponsibilityLeadershipTeam | RetrospectiveLearningReflectionTeam | RolesResponsibilityTeamFacilitation |