A manager says the team owns its work. The team chooses a supplier, and the manager reverses the choice. Both sides feel betrayed because “ownership” meant different things. Delegation poker makes those expectations visible before the next decision turns into a dispute.
Participants consider a specific decision and select cards representing different levels of authority. The original Management 3.0 method ranges from decisions made by a manager to decisions fully delegated to the team. Revealing choices and discussing the gaps exposes assumptions that ordinary reassurance can leave untouched.
Use decisions people recognize
A museum team could compare expectations for ordering supplies, changing opening hours, and recruiting a colleague. They might agree that supplies below a budget limit need no permission, opening hours require consultation, and hiring remains a shared decision. There is no need for every topic to receive the same level of delegation.
The cards do not transfer authority on their own. The resulting agreement must fit actual budgets, contracts, and reporting relationships. Nor is the highest delegation level automatically best: an inexperienced team may welcome advice, while a decision affecting several departments may need broader coordination. The useful result is a shared map of authority detailed enough that people can act without repeatedly guessing whether their initiative will be welcomed or overturned.