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| Criterion |  Knowledge Modeling Concept Mapping |  Decision Making Pre-Mortem |  Decision Making OODA Loop |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Low | Medium | High |
Timedifferent | 1-2 h | 20–45 min | 15-60 min je Zyklus | 1-4 h |
Participantsdifferent | 1-8 | Small cross-functional group | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Risk list, Mitigation plan, Assumption log | Situation Assessment, Decision Loop, Action Updates | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | RiskDecisionFailurePlanning | DecisionChangeLearningStrategy | RiskDecisionSensemaking |