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| Criterion |  Innovation Design Sprint |  Decision Making Cynefin Workshop |  Decision Making Red Teaming |  Innovation Design Thinking |
|---|---|---|---|---|
Purposedifferent | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 4-5 Tage | 60-180 min | 1-4 h | 1 Tag bis mehrere Wochen |
Participantsdifferent | 5-8 | 4-20 | 3-8 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Challenge Findings, Risk Register, Mitigation Plan | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | Design sprintPrototypeValidationInnovation | ComplexitySensemakingDecision | RiskDecisionSensemaking | InnovationPrototypeResearch |