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| Criterion |  Decision Making Argument Mapping |  Decision Making Red Teaming |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-4 h | 1-2 h | 60–90 min |
Participantsdifferent | 1-8 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | SensemakingDecisionRationale | RiskDecisionSensemaking | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |