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| Criterion |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | 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. | 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 | Low | High | Low |
Timedifferent | 30-90 min | 20–45 min | 1-4 h | 45-90 min |
Participantsdifferent | 1-6 | Small cross-functional group | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | DecisionTreeOptions | RiskDecisionFailurePlanning | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery |