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| Criterion |  Systems Thinking CATWOE Analysis |  Decision Making Red Teaming |  Decision Making Argument Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 h | 1-3 h | 45-90 min |
Participantsdifferent | 3-8 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingFramingStakeholders | RiskDecisionSensemaking | SensemakingDecisionRationale | AssumptionsRiskDecisionDiscovery |