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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Decision Making PERT Estimation |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | 30-90 min | 30-90 min | 15-45 min | 1-4 h |
Participantsdifferent | 1-6 | 2-8 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | PERT Estimate, Expected Value, Risk Notes | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | EstimationUncertaintyRisk | RiskDecisionSensemaking |