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| Criterion |  Decision Making Assumption Surfacing |  Innovation Rapid Ideation |  Decision Making Red Teaming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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 a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | 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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 45-90 min | 5-20 min | 1-4 h | 30-60 min |
Participantsdifferent | 2-8 | 1-20 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Ideenpool, Roh-Shortlist, Cluster | Challenge Findings, Risk Register, Mitigation Plan | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | BrainstormingIdeationDivergenceSpeed | RiskDecisionSensemaking | BrainstormingIdeationCreativityRisk |