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| Criterion |  Decision Making Cynefin Workshop |  Decision Making Argument Mapping |  Innovation Rolestorming |  Innovation Brainstorming |
|---|---|---|---|---|
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. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
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 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Argument Map, Evidence Gaps, Decision Rationale | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ComplexitySensemakingDecision | SensemakingDecisionRationale | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityWorkshopDivergence |