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Selected:Delegation PokerSoft Systems MethodologyTeam Cognitive Load AssessmentSailboat Retrospective
| Criterion |  Facilitation Delegation Poker |  Systems Thinking Soft Systems Methodology |  Team Design Team Cognitive Load Assessment |  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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | 0.5-3 Tage | 60-90 min | 45-90 min |
Participantsdifferent | 3-10 | 5-15 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Cognitive Load Profile, Action List | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | Soft systemsComplexitySensemakingSystems thinking | TeamComplexityImprovementDiagnosis | RetrospectiveTeamImprovement |