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| Criterion |  Decision Making Cynefin Workshop |  Decision Making Red Teaming |  Decision Making RAPID |  Decision Making Decision Rights 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 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 60-180 min | 1-4 h | 45-90 min | 90-180 min |
Participantsdifferent | 4-20 | 3-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Challenge Findings, Risk Register, Mitigation Plan | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement |
Tags1 shared | ComplexitySensemakingDecision | RiskDecisionSensemaking | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility |