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| Criterion |  Innovation Lean Startup |  Decision Making Cynefin Workshop |  Knowledge Modeling Knowledge Mapping |  Decision Making Argument Mapping |
|---|---|---|---|---|
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 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 60-180 min | 1-3 h | 1-3 h |
Participantsdifferent | 2-8 | 4-20 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | LeanStartupValidationMVP | ComplexitySensemakingDecision | KnowledgeMappingRisk | SensemakingDecisionRationale |