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| Criterion |  Decision Making Argument Mapping |  Innovation Design Sprint |  Decision Making Assumption Surfacing |  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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. | 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 | High | Low | High |
Timedifferent | 1-3 h | 4-5 Tage | 45-90 min | 1-4 h |
Participantsdifferent | 1-8 | 5-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Prototype, Test Findings, Decision Rationale | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | SensemakingDecisionRationale | Design sprintPrototypeValidationInnovation | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking |