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| Criterion |  Decision Making Delphi Method |  Decision Making Risk Matrix |  Decision Making Argument Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | High | Low | Medium | High |
Timedifferent | 1-4 Wochen | 30-60 min | 1-3 h | 1-4 h |
Participantsdifferent | 6-30 Experten | 3-10 | 1-8 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Risk Matrix, Top Risk List | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan |
Tags1 shared | ForecastingExpertsDecisionStrategy | RiskDecisionPrioritizationAssessment | SensemakingDecisionRationale | RiskDecisionSensemaking |