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| Criterion |  Facilitation Delegation Poker |  Decision Making Cynefin Workshop |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling Concept Mapping |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 60-180 min | 1-3 h | 1-2 h |
Participantsdifferent | 3-10 | 4-20 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | AutonomyRolesTeam | ComplexitySensemakingDecision | KnowledgeMappingRisk | KnowledgeConceptsMappingSensemaking |