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| Criterion |  Decision Making Assumption Surfacing |  Operations Failure Mode and Effects Analysis |  Decision Making Argument 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 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 | High | Medium | High |
Timedifferent | 45-90 min | 2-6 h | 1-3 h | 1-4 h |
Participantsdifferent | 2-8 | 3-10 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | FMEA Table, Risk Priority, Mitigation Actions | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | RiskQualityOperationsRoot cause | SensemakingDecisionRationale | RiskDecisionSensemaking |