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| Criterion |  Innovation Design Thinking |  Decision Making Red Teaming |  Knowledge Modeling Knowledge Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | High | High | Medium | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 1-4 h | 1-3 h | 60-180 min |
Participantsdifferent | 4-10 | 3-8 | 3-12 | 4-20 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Challenge Findings, Risk Register, Mitigation Plan | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | InnovationPrototypeResearch | RiskDecisionSensemaking | KnowledgeMappingRisk | ComplexitySensemakingDecision |