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| Criterion |  Facilitation Delegation Poker |  Operations Kaizen Event |  Operations After-Action 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 45-90 min | 0.5-5 Tage | 20-45 min |
Participantsdifferent | 3-10 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary |
Tagsno overlap | AutonomyRolesTeam | LeanContinuous improvementOperations | LearningOperationsImprovement |
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