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| Criterion |  Decision Making Argument Mapping |  Innovation Design Thinking |  Decision Making Cynefin Workshop |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 60-180 min | 1-4 h |
Participantsdifferent | 1-8 | 4-10 | 4-20 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Problem Statement, Prototype, Test Learnings | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | SensemakingDecisionRationale | InnovationPrototypeResearch | ComplexitySensemakingDecision | RiskDecisionSensemaking |