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| Criterion |  Decision Making Argument Mapping |  Decision Making Red Teaming |  Innovation Design Charrette |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-4 h | Halber Tag bis mehrere Tage | 45-90 min |
Participantsdifferent | 1-8 | 3-8 | 10-50 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | SensemakingDecisionRationale | RiskDecisionSensemaking | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityDivergenceWorkshop |