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| Criterion |  Facilitation Team Charter |  Decision Making Cynefin Workshop |  Decision Making Decision Rights Mapping |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | 2-4 h | 60-180 min | 90-180 min | 1-3 h |
Participantsdifferent | 3-12 | 4-20 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Decision Rights Matrix, Agreement | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | TeamAlignmentCollaboration | ComplexitySensemakingDecision | DecisionGovernanceAlignmentResponsibility | SensemakingDecisionRationale |