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| Criterion |  Facilitation Delegation Poker |  Operations Learning Review |  Agile Starfish Retrospective |  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. | 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 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 | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 3-10 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Learning Review Notes, System Factors, Improvement Actions | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | LearningRetrospectiveIncidentOperations | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement |