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| Criterion |  Facilitation Delegation Poker |  Operations Learning Review |  Agile Starfish Retrospective |  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 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 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. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 1-3 h | 45-90 min | 45–75 min |
Participantsdifferent | 3-10 | 3-10 | 4-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Learning Review Notes, System Factors, Improvement Actions | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | LearningRetrospectiveIncidentOperations | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |