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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Argument Mapping |  Agile Example 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 a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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 | Low | High |
Timedifferent | 45-90 min | 1-3 h | 30-60 min | 1-4 h |
Participantsdifferent | 2-8 | 1-8 | 3-7 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Argument Map, Evidence Gaps, Decision Rationale | Example Map, Acceptance Criteria, Open Questions | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | SensemakingDecisionRationale | Behavior-Driven DevelopmentRequirementsExamplesRefinement | RiskDecisionSensemaking |