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| Criterion |  Decision Making Cynefin Workshop |  Engineering Kanban |  Knowledge Modeling Knowledge Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 60-180 min | Ongoing | 1-3 h | 45-90 min |
Participantsdifferent | 4-20 | 2-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Kanban board, WIP policies, Flow metrics | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ComplexitySensemakingDecision | FlowVisual managementDelivery | KnowledgeMappingRisk | AssumptionsRiskDecisionDiscovery |