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| Criterion |  Decision Making Force Field Analysis |  Decision Making Argument Mapping |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 45-90 min | 1-3 h | 1-4 h | 60-180 min |
Participantsdifferent | 3-12 | 1-8 | 3-8 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tags1 shared | ChangeDecisionStrategy | SensemakingDecisionRationale | RiskDecisionSensemaking | ComplexitySensemakingDecision |