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| Criterion |  Agile Starfish Retrospective |  Facilitation Delegation Poker |  Agile Sailboat Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
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. | 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. | 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 | 45-90 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 3-10 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Delegation Board, Decision Boundaries, Role Agreements | Sailboat Board, Risks, Improvement Actions | Emotion Board, Themes, Action Items |
Tags1 shared | RetrospectiveImprovementExperimentsTeam | AutonomyRolesTeam | RetrospectiveTeamImprovement | RetrospectiveTeamReflection |