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| Criterion |  Innovation Double Diamond |  Decision Making Red Teaming |  Decision Making Constraint Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Medium | High | Low | Low |
Timedifferent | Wochen bis Monate | 1-4 h | 30-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Challenge Findings, Risk Register, Mitigation Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ProcessDivergenceInnovation | RiskDecisionSensemaking | ConstraintsDecisionPlanningOptions | AssumptionsRiskDecisionDiscovery |