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| Criterion |  Decision Making Cynefin Workshop |  Agile Example Mapping |  Decision Making Red Teaming |  Agile Acceptance Criteria Workshop |
|---|---|---|---|---|
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 story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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. | When a story needs clear checkpoints before implementation, it sharpens expectation and scope together. It sorts work by value, risk, and delivery ability. The result is captured as Acceptance Criteria and a Story Update. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 60-180 min | 30-60 min | 1-4 h | 20-40 min pro Story |
Participantsdifferent | 4-20 | 3-7 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Example Map, Acceptance Criteria, Open Questions | Challenge Findings, Risk Register, Mitigation Plan | Acceptance Criteria, Story Update |
Tagsno overlap | ComplexitySensemakingDecision | Behavior-Driven DevelopmentRequirementsExamplesRefinement | RiskDecisionSensemaking | AgileRequirementsRefinementBehavior-Driven Development |