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| Criterion |  Innovation How Might We |  Facilitation Delegation Poker |  Agile 4Ls Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | 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 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's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30–45 min | 45-90 min | 45–75 min | 30-60 min |
Participantsdifferent | 1-10 | 3-10 | Team members involved | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Delegation Board, Decision Boundaries, Role Agreements | 4Ls Board, Learning Themes, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | FramingOpportunityIdeationQuestions | AutonomyRolesTeam | RetrospectiveLearningReflectionTeam | RetrospectiveTeamReflection |