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| Criterion |  Operations A3 Problem Solving |  Decision Making Assumption Surfacing |  Knowledge Modeling Concept Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 45-90 min | 1-2 h | 1-4 h |
Participantsdifferent | 2-5 | 2-8 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Assumption List, Critical Assumptions, Learning Plan | Concept Map, Relationship Labels, Knowledge Gaps | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | LeanProblem solvingCoachingOperations | AssumptionsRiskDecisionDiscovery | KnowledgeConceptsMappingSensemaking | RiskDecisionSensemaking |