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| Criterion |  Decision Making Argument Mapping |  Operations Root Cause Tree Analysis |  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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | High |
Timedifferent | 1-3 h | 1-3 h | 1-4 h |
Participantsdifferent | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Cause Tree, Evidence Notes, Countermeasures | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | SensemakingDecisionRationale | Root causeTreeIncidentQuality | RiskDecisionSensemaking |
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