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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Argument Mapping |  Facilitation Alignment Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
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. | 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. | 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. | 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 | Low | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | 1-2 h | 1-4 h |
Participantsdifferent | 2-8 | 1-8 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Argument Map, Evidence Gaps, Decision Rationale | Alignment Map, Open Issues, Decision Questions | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | SensemakingDecisionRationale | AlignmentStakeholdersStrategyFacilitation | RiskDecisionSensemaking |