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| Criterion |  Facilitation Delegation Poker |  Decision Making Red Teaming |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-90 min | 1-4 h | 20–45 min | 30-90 min |
Participantsdifferent | 3-10 | 3-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Challenge Findings, Risk Register, Mitigation Plan | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | AutonomyRolesTeam | RiskDecisionSensemaking | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions |