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| Criterion |  Facilitation Delegation Poker |  Agile Sailboat Retrospective |  Operations After-Action Review |  Agile Starfish 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 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. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | AutonomyRolesTeam | RetrospectiveTeamImprovement | LearningOperationsImprovement | RetrospectiveImprovementExperimentsTeam |