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| Criterion |  Facilitation Delegation Poker |  Operations Learning Review |  Operations After-Action Review |  Agile Sailboat 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 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 1-3 h | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 3-10 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Learning Review Notes, System Factors, Improvement Actions | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | LearningRetrospectiveIncidentOperations | LearningOperationsImprovement | RetrospectiveTeamImprovement |