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| Criterion |  Facilitation Delegation Poker |  Decision Making Red Teaming |  Decision Making RAPID |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Low | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Challenge Findings, Risk Register, Mitigation Plan | RAPID Role Map, Recommendation, Decision Log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | AutonomyRolesTeam | RiskDecisionSensemaking | DecisionRolesGovernance | AssumptionsRiskDecisionDiscovery |