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| Criterion |  UX Research Contextual Inquiry |  Decision Making Assumption Surfacing |  Decision Making Argument Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | When work processes are known only from accounts and the real context stays hidden, Contextual Inquiry makes behavior at the workplace visible. Observation and follow-up questions together show how people actually work, get interrupted, and improvise. | 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 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 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 | 1-3 Wochen | 45-90 min | 1-3 h | 1-4 h |
Participantsdifferent | 4-12 Beobachtungen | 2-8 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Field Notes, Workflow Insights, Pain Points | Assumption List, Critical Assumptions, Learning Plan | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | UX researchObservationContext | AssumptionsRiskDecisionDiscovery | SensemakingDecisionRationale | RiskDecisionSensemaking |