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| Criterion |  Knowledge Modeling IBIS |  Agile Working Agreements |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | 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. | When collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | 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 | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 45-90 min | 1-4 h | 60-180 min |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Working Agreements, Team Norms, Review Cadence | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | RationaleKnowledgeDecision | TeamCollaborationAgile | RiskDecisionSensemaking | ComplexitySensemakingDecision |