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| Criterion |  Decision Making Cynefin Workshop |  Innovation Brainstorming |  Decision Making Red Teaming |  Innovation Design Charrette |
|---|---|---|---|---|
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 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. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 60-180 min | 30-60 min | 1-4 h | Halber Tag bis mehrere Tage |
Participantsdifferent | 4-20 | 4-12 | 3-8 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Idea pool, Theme clusters, Shortlist | Challenge Findings, Risk Register, Mitigation Plan | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | ComplexitySensemakingDecision | BrainstormingIdeationCreativityWorkshopDivergence | RiskDecisionSensemaking | BrainstormingWorkshopCollaborationIdeation |