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| Criterion |  Decision Making Cynefin Workshop |  Decision Making Argument Mapping |  Innovation Reverse Brainstorming |  Innovation Rolestorming |
|---|---|---|---|---|
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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-180 min | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 4-20 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Argument Map, Evidence Gaps, Decision Rationale | Reverse Ideas, Risk Themes, Solution Ideas | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | ComplexitySensemakingDecision | SensemakingDecisionRationale | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativity |