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| Criterion |  Facilitation Delegation Poker |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | 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 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 h | 60-180 min | 20–45 min |
Participantsdifferent | 3-10 | 3-8 | 4-20 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | AutonomyRolesTeam | RiskDecisionSensemaking | ComplexitySensemakingDecision | RiskDecisionFailurePlanning |