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| Criterion |  Innovation Lean Startup |  Decision Making Argument Mapping |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Medium | Medium | High | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 1-4 h | 60-180 min |
Participantsdifferent | 2-8 | 1-8 | 3-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | LeanStartupValidationMVP | SensemakingDecisionRationale | RiskDecisionSensemaking | ComplexitySensemakingDecision |