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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Argument Mapping |  Innovation Design Charrette |  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. | 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. | 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 | Halber Tag bis mehrere Tage | 1-4 h |
Participantsdifferent | 2-8 | 1-8 | 10-50 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Argument Map, Evidence Gaps, Decision Rationale | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | SensemakingDecisionRationale | BrainstormingWorkshopCollaborationIdeation | RiskDecisionSensemaking |