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| Criterion |  Decision Making Assumption Surfacing |  Operations A3 Problem Solving |  Decision Making Red Teaming |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 45-90 min | 45-90 min | 1-4 h | 2-8 h |
Participantsdifferent | 2-8 | 2-5 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | A3 Report, Action Plan, Root Cause Analysis | Challenge Findings, Risk Register, Mitigation Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | LeanProblem solvingCoachingOperations | RiskDecisionSensemaking | Problem solvingRoot causeDecisionOperations |