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| Criterion |  Agile Mad Sad Glad |  Facilitation Delegation Poker |  Operations Learning Review |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | 30-60 min | 45-90 min | 1-3 h | 45–75 min |
Participantsdifferent | 3-10 | 3-10 | 3-10 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | Delegation Board, Decision Boundaries, Role Agreements | Learning Review Notes, System Factors, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | AutonomyRolesTeam | LearningRetrospectiveIncidentOperations | RetrospectiveLearningReflectionTeam |