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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Cynefin Workshop |  Decision Making Red Teaming |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-60 min | 60-180 min | 1-4 h | 1-3 h |
Participantsdifferent | 1 | 4-20 | 3-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Challenge Findings, Risk Register, Mitigation Plan | Issue Map, Positions, Argument Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | ComplexitySensemakingDecision | RiskDecisionSensemaking | RationaleKnowledgeDecision |