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| Criterion |  Decision Making Decision Tree |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 30-90 min | 1-4 h | 45-90 min | 60-180 min |
Participantsdifferent | 1-6 | 3-8 | 2-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tags1 shared | DecisionTreeOptions | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery | ComplexitySensemakingDecision |