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| Criterion |  Operations Bottleneck Analysis |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-4 h | 60-180 min | 30-90 min |
Participantsdifferent | 3-8 | 3-8 | 4-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FlowMeasurementConstraints | RiskDecisionSensemaking | ComplexitySensemakingDecision | ConstraintsDecisionPlanningOptions |