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| Criterion |  Facilitation Delegation Poker |  Agile Starfish Retrospective |  Operations Learning Review |  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. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 1-3 h | 45–75 min |
Participantsdifferent | 3-10 | 4-12 | 3-10 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Starfish Board, Practice Changes, Experiments | Learning Review Notes, System Factors, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | RetrospectiveImprovementExperimentsTeam | LearningRetrospectiveIncidentOperations | RetrospectiveLearningReflectionTeam |