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| Criterion |  Decision Making Red Teaming |  Systems Thinking CATWOE Analysis |  Decision Making Assumption Surfacing |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | High | Medium | Low | Medium |
Timedifferent | 1-4 h | 45-90 min | 45-90 min | 60-180 min |
Participantsdifferent | 3-8 | 3-8 | 2-8 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Assumption List, Critical Assumptions, Learning Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | RiskDecisionSensemaking | Systems thinkingFramingStakeholders | AssumptionsRiskDecisionDiscovery | ComplexitySensemakingDecision |