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| Criterion |  Decision Making Argument Mapping |  Systems Thinking Futures Wheel |  Decision Making Pre-Mortem |  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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | Low | High |
Timedifferent | 1-3 h | 60-120 min | 20–45 min | 1-4 h |
Participantsdifferent | 1-8 | 3-10 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Futures Wheel, Consequence Chains, Strategic Signals | Risk list, Mitigation plan, Assumption log | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | SensemakingDecisionRationale | ForesightSystems thinkingSignals | RiskDecisionFailurePlanning | RiskDecisionSensemaking |