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| Criterion |  Innovation Double Diamond |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 | Medium | High | Medium | Low |
Timedifferent | Wochen bis Monate | 1-4 h | 60-180 min | 20–45 min |
Participantsdifferent | 3-12 | 3-8 | 4-20 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | ProcessDivergenceInnovation | RiskDecisionSensemaking | ComplexitySensemakingDecision | RiskDecisionFailurePlanning |