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| Criterion |  Innovation Design Thinking |  Decision Making Argument Mapping |  Decision Making Risk Matrix |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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. | 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 | Medium | Low | High |
Timedifferent | 1 Tag bis mehrere Wochen | 1-3 h | 30-60 min | 1-4 h |
Participantsdifferent | 4-10 | 1-8 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Argument Map, Evidence Gaps, Decision Rationale | Risk Matrix, Top Risk List | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | InnovationPrototypeResearch | SensemakingDecisionRationale | RiskDecisionPrioritizationAssessment | RiskDecisionSensemaking |