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| Criterion |  Operations Bottleneck Analysis |  Decision Making Constraint Analysis |  Decision Making Cynefin Workshop |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Medium | High |
Timedifferent | 1-3 h | 30-90 min | 60-180 min | 1-4 h |
Participantsdifferent | 3-8 | 2-8 | 4-20 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | FlowMeasurementConstraints | ConstraintsDecisionPlanningOptions | ComplexitySensemakingDecision | RiskDecisionSensemaking |