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| Criterion |  Facilitation Delegation Poker |  Agile Start Stop Continue |  Operations After-Action Review |  Operations Learning Review |
|---|---|---|---|---|
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 deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 20-45 min | 1-3 h |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Start Stop Continue Board, Improvement Actions | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | RetrospectiveImprovementTeamReflection | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations |