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| Criterion |  Facilitation Delegation Poker |  Operations After-Action Review |  Operations A3 Problem Solving |
|---|---|---|---|
Purposedifferent | 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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 45-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | AutonomyRolesTeam | LearningOperationsImprovement | LeanProblem solvingCoachingOperations |
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