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| Criterion |  Decision Making Cynefin Workshop |  Decision Making Argument Mapping |  Innovation Lean Startup |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | 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 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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 60-180 min | 1-3 h | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 4-20 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Argument Map, Evidence Gaps, Decision Rationale | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Issue Map, Positions, Argument Notes |
Tagsno overlap | ComplexitySensemakingDecision | SensemakingDecisionRationale | LeanStartupValidationMVP | RationaleKnowledgeDecision |