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| Criterion |  Innovation Double Diamond |  Knowledge Modeling Concept Mapping |  Decision Making Red Teaming |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 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 | Medium | Medium | High | Medium |
Timedifferent | Wochen bis Monate | 1-2 h | 1-4 h | 1-3 h |
Participantsdifferent | 3-12 | 1-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Concept Map, Relationship Labels, Knowledge Gaps | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ProcessDivergenceInnovation | KnowledgeConceptsMappingSensemaking | RiskDecisionSensemaking | SensemakingDecisionRationale |