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| Criterion |  Facilitation Delegation Poker |  Agile Starfish Retrospective |  Operations Learning Review |  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 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 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Starfish Board, Practice Changes, Experiments | Learning Review Notes, System Factors, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | RetrospectiveImprovementExperimentsTeam | LearningRetrospectiveIncidentOperations | RetrospectiveTeamImprovement |