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| Criterion |  Facilitation Delegation Poker |  Operations After-Action Review |  Agile Mad Sad Glad |  Operations Learning Review |
|---|---|---|---|---|
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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 20-45 min | 30-60 min | 1-3 h |
Participantsdifferent | 3-10 | 3-12 | 3-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Lessons learned, Action items, Event summary | Emotion Board, Themes, Action Items | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | LearningOperationsImprovement | RetrospectiveTeamReflection | LearningRetrospectiveIncidentOperations |