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| Criterion |  Agile Example Mapping |  Decision Making Cynefin Workshop |  Agile Acceptance Criteria Workshop |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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. | When a story needs clear checkpoints before implementation, it sharpens expectation and scope together. It sorts work by value, risk, and delivery ability. The result is captured as Acceptance Criteria and a Story Update. | 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 | Low | Medium | Low | High |
Timedifferent | 30-60 min | 60-180 min | 20-40 min pro Story | 1-4 h |
Participantsdifferent | 3-7 | 4-20 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Example Map, Acceptance Criteria, Open Questions | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Acceptance Criteria, Story Update | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | Behavior-Driven DevelopmentRequirementsExamplesRefinement | ComplexitySensemakingDecision | AgileRequirementsRefinementBehavior-Driven Development | RiskDecisionSensemaking |