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| Criterion |  Facilitation Delegation Poker |  Operations After-Action Review |  Agile Sailboat Retrospective |  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 wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | 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 | 45-90 min | 1-3 h |
Participantsdifferent | 3-10 | 3-12 | 4-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | LearningOperationsImprovement | RetrospectiveTeamImprovement | LearningRetrospectiveIncidentOperations |