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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Red Teaming |  Decision Making DACI |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low | Low |
Timedifferent | 90-180 min | 1-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 3-8 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Challenge Findings, Risk Register, Mitigation Plan | DACI Matrix, Decision Owner, Decision Log | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | DecisionGovernanceAlignmentResponsibility | RiskDecisionSensemaking | DecisionRolesGovernanceAlignment | AssumptionsRiskDecisionDiscovery |