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| Criterion |  Agile Starfish Retrospective |  Agile Sailboat Retrospective |  Facilitation Delegation Poker |  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 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 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'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 | 4-12 | 3-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions | Delegation Board, Decision Boundaries, Role Agreements | Emotion Board, Themes, Action Items |
Tags1 shared | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement | AutonomyRolesTeam | RetrospectiveTeamReflection |