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| Criterion |  Decision Making Cynefin Workshop |  Innovation Design Thinking |  Product Discovery Assumption Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 60-180 min | 1 Tag bis mehrere Wochen | 45-60 min | 1-4 h |
Participantsdifferent | 4-20 | 4-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Problem Statement, Prototype, Test Learnings | Assumption map, Test backlog, Risk ranking | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | ComplexitySensemakingDecision | InnovationPrototypeResearch | AssumptionsRiskExperimentsValidation | RiskDecisionSensemaking |