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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Red Teaming |  Facilitation Alignment Mapping |
|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 90-180 min | 1-4 h | 1-2 h |
Participantsdifferent | 4-12 | 3-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Challenge Findings, Risk Register, Mitigation Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | RiskDecisionSensemaking | AlignmentStakeholdersStrategyFacilitation |
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