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| Criterion |  Team Design Team Cognitive Load Assessment |  Knowledge Modeling IBIS |  Decision Making Assumption Surfacing |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 60-90 min | 1-3 h | 45-90 min | 60-180 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Issue Map, Positions, Argument Notes | Assumption List, Critical Assumptions, Learning Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | TeamComplexityImprovementDiagnosis | RationaleKnowledgeDecision | AssumptionsRiskDecisionDiscovery | ComplexitySensemakingDecision |