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| Criterion |  Operations DMAIC |  Decision Making Cynefin Workshop |  Knowledge Modeling IBIS |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | High | Medium | Medium | High |
Timedifferent | 2-12 Wochen | 60-180 min | 1-3 h | 1-4 h |
Participantsdifferent | 3-10 | 4-20 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Issue Map, Positions, Argument Notes | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | Continuous improvementQualityProcess improvement | ComplexitySensemakingDecision | RationaleKnowledgeDecision | RiskDecisionSensemaking |