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| Criterion |  Decision Making Cynefin Workshop |  Operations PDCA Cycle |  Decision Making Red Teaming |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 60-180 min | 1 h bis mehrere Wochen | 1-4 h | 45-60 min |
Participantsdifferent | 4-20 | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Challenge Findings, Risk Register, Mitigation Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | ComplexitySensemakingDecision | Continuous improvementLeanExperiments | RiskDecisionSensemaking | AssumptionsRiskExperimentsValidation |