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| Criterion |  Decision Making Cynefin Workshop |  Innovation Reverse Brainstorming |  Innovation Lotus Blossom |  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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | 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 | Low | Low | High |
Timedifferent | 60-180 min | 30-60 min | 45-90 min | 1-4 h |
Participantsdifferent | 4-20 | 3-12 | 3-10 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Reverse Ideas, Risk Themes, Solution Ideas | Lotus Diagram, Idea Themes, Shortlist | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | ComplexitySensemakingDecision | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityDivergenceWorkshop | RiskDecisionSensemaking |