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| Criterion |  Decision Making Cynefin Workshop |  Innovation Lean Startup |  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 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. | 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 | Medium | Medium | High |
Timedifferent | 60-180 min | Wochen bis Monate je Lernzyklus | 45-60 min | 1-4 h |
Participantsdifferent | 4-20 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption map, Test backlog, Risk ranking | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | ComplexitySensemakingDecision | LeanStartupValidationMVP | AssumptionsRiskExperimentsValidation | RiskDecisionSensemaking |