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| Criterion |  Agile Starfish Retrospective |  Operations Accountability Ladder |  Facilitation Delegation Poker |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 20-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 3-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Ownership Reflection, Action Commitment, Coaching Notes | Delegation Board, Decision Boundaries, Role Agreements | Sailboat Board, Risks, Improvement Actions |
Tags1 shared | RetrospectiveImprovementExperimentsTeam | ResponsibilityLeadershipTeam | AutonomyRolesTeam | RetrospectiveTeamImprovement |