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| Criterion |  Facilitation Dot Estimation |  Decision Making Red Teaming |  Agile Ideal Days |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 5-20 min | 1-4 h | 15-60 min | 1-3 h |
Participantsdifferent | 3-20 | 3-8 | 2-9 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Challenge Findings, Risk Register, Mitigation Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | EstimationEffortRisk | RiskDecisionSensemaking | EstimationEffortAgile | SensemakingDecisionRationale |