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| Criterion |  Decision Making Cynefin Workshop |  Product Strategy Lean Canvas |  Innovation Lean Startup |  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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | 45-90 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 4-20 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ComplexitySensemakingDecision | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP | AssumptionsRiskDecisionDiscovery |