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| Criterion |  Agile Starfish Retrospective |  Facilitation Delegation Poker |  Operations Accountability Ladder |  Agile 4Ls 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. | 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. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 20-45 min | 45–75 min |
Participantsdifferent | 4-12 | 3-10 | 1-8 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Delegation Board, Decision Boundaries, Role Agreements | Ownership Reflection, Action Commitment, Coaching Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tags1 shared | RetrospectiveImprovementExperimentsTeam | AutonomyRolesTeam | ResponsibilityLeadershipTeam | RetrospectiveLearningReflectionTeam |