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| Criterion |  Facilitation Delegation Poker |  Systems Thinking Soft Systems Methodology |  Decision Making Cynefin Workshop |  Decision Making Red Teaming |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 45-90 min | 0.5-3 Tage | 60-180 min | 1-4 h |
Participantsdifferent | 3-10 | 5-15 | 4-20 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | AutonomyRolesTeam | Soft systemsComplexitySensemakingSystems thinking | ComplexitySensemakingDecision | RiskDecisionSensemaking |