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| Criterion |  Decision Making Argument Mapping |  Decision Making Decision Tree |  Product Discovery Assumption Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Medium | Medium | High |
Timedifferent | 1-3 h | 30-90 min | 45-60 min | 1-4 h |
Participantsdifferent | 1-8 | 1-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Decision Tree, Option Map, Assumption List | Assumption map, Test backlog, Risk ranking | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | SensemakingDecisionRationale | DecisionTreeOptions | AssumptionsRiskExperimentsValidation | RiskDecisionSensemaking |