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| Criterion |  Facilitation Delegation Poker |  Agile Mad Sad Glad |  Operations After-Action Review |  Operations Learning 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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 20-45 min | 1-3 h |
Participantsdifferent | 3-10 | 3-10 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Emotion Board, Themes, Action Items | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | RetrospectiveTeamReflection | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations |