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| Criterion |  Facilitation Delegation Poker |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-90 min | 1-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AutonomyRolesTeam | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernanceAlignment |