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| Criterion |  Facilitation Delegation Poker |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Half day | 45–75 min |
Participantsdifferent | 3-10 | 1-8 | 3-12 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | RetrospectiveLearningReflectionTeam |