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| Criterion |  Decision Making Argument Mapping |  Team Design Team Topologies Interaction Modes |  Decision Making Cynefin Workshop |  Decision Making DACI |
|---|---|---|---|---|
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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | Half day | 60-180 min | 30-60 min |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | 4-20 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Interaction Heat Map, Agreements per Pair | Cynefin Map, Domain-specific Actions, Sensemaking Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | SensemakingDecisionRationale | TeamAlignmentCollaborationOrganization | ComplexitySensemakingDecision | DecisionRolesGovernanceAlignment |