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| Criterion |  Facilitation Delegation Poker |  Agile Mad Sad Glad |  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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 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 | Emotion Board, Themes, Action Items | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | RetrospectiveTeamReflection | LearningOperationsImprovement | RetrospectiveTeamImprovement |