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| Criterion |  Decision Making Argument Mapping |  Decision Making Red Teaming |  Agile Ideal Days |
|---|---|---|---|
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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 1-3 h | 1-4 h | 15-60 min |
Participantsdifferent | 1-8 | 3-8 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | SensemakingDecisionRationale | RiskDecisionSensemaking | EstimationEffortAgile |
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