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| Criterion |  Product Discovery Dual-Track Agile |  Decision Making Argument Mapping |  Decision Making Cynefin Workshop |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | When uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | Medium | Medium | Medium | High |
Timedifferent | Laufend, Wochen bis Monate | 1-3 h | 60-180 min | 1-4 h |
Participantsdifferent | 4-10 | 1-8 | 4-20 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Argument Map, Evidence Gaps, Decision Rationale | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | AgileDiscoveryDelivery | SensemakingDecisionRationale | ComplexitySensemakingDecision | RiskDecisionSensemaking |