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| Criterion |  Facilitation Delegation Poker |  Agile Sprint Retrospective |  Agile 4Ls Retrospective |  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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes 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. | 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 | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45–75 min | 45-90 min |
Participantsdifferent | 3-10 | Scrum Team | Team members involved | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Improvement actions, Team agreements | 4Ls Board, Learning Themes, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | RetrospectiveImprovementLearning | RetrospectiveLearningReflectionTeam | RetrospectiveTeamImprovement |