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| Criterion |  Facilitation Delegation Poker |  Operations Learning Review |  Agile Sprint Retrospective |  Agile Starfish 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. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 1-3 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min |
Participantsdifferent | 3-10 | 3-10 | Scrum Team | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Learning Review Notes, System Factors, Improvement Actions | Improvement actions, Team agreements | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | AutonomyRolesTeam | LearningRetrospectiveIncidentOperations | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam |