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| Criterion |  Engineering Failure Scenario Analysis |  Decision Making PERT Estimation |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 15-45 min | 1-4 h | 60-180 min |
Participantsdifferent | 3-8 | 1-8 | 3-8 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | PERT Estimate, Expected Value, Risk Notes | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | FailureResilienceRisk | EstimationUncertaintyRisk | RiskDecisionSensemaking | ComplexitySensemakingDecision |