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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Red Teaming |  Innovation SCAMPER |
|---|---|---|---|
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 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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Low | High | Low |
Timedifferent | 45-90 min | 1-4 h | 30-60 min |
Participantsdifferent | 2-8 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking | BrainstormingIdeationCreativityReframingInnovation |
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