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| Criterion |  Facilitation Delegation Poker |  Operations After-Action Review |  Operations Process Mapping |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 20-45 min | 1-3 h | 45–75 min |
Participantsdifferent | 3-10 | 3-12 | 3-10 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | LearningOperationsImprovement | ProcessOperationsImprovement | RetrospectiveLearningReflectionTeam |