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| Criterion |  Facilitation Delegation Poker |  Decision Making OODA Loop |  Decision Making Delphi Method |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Low |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 1-4 Wochen | 45–75 min |
Participantsdifferent | 3-10 | 1-8 | 6-30 Experten | Team members involved |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | RetrospectiveLearningReflectionTeam |