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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Red Teaming |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 90-180 min | 1-4 h | 30-90 min | 20–45 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Challenge Findings, Risk Register, Mitigation Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log |
Tags1 shared | DecisionGovernanceAlignmentResponsibility | RiskDecisionSensemaking | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning |