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| Criterion |  Decision Making Argument Mapping |  Decision Making OODA Loop |  Architecture LASR (Lightweight Approach for Software Reviews) |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. | 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 | 15-60 min je Zyklus | 3–4 h for initial assessment; preparation and deeper analysis additional | 1-4 h |
Participantsdifferent | 1-8 | 1-8 | 1 or a small team; particularly suitable for 3–4 people | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Situation Assessment, Decision Loop, Action Updates | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | SensemakingDecisionRationale | DecisionChangeLearningStrategy | ArchitectureQualityRiskAssessmentLean | RiskDecisionSensemaking |