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| Criterion |  Systems Thinking CATWOE Analysis |  Decision Making Argument Mapping |  Innovation Reverse Brainstorming |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 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. | 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 | Medium | Medium | Low | High |
Timedifferent | 45-90 min | 1-3 h | 30-60 min | 1-4 h |
Participantsdifferent | 3-8 | 1-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Argument Map, Evidence Gaps, Decision Rationale | Reverse Ideas, Risk Themes, Solution Ideas | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | Systems thinkingFramingStakeholders | SensemakingDecisionRationale | BrainstormingIdeationCreativityRisk | RiskDecisionSensemaking |