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| Criterion |  Engineering Failure Scenario Analysis |  Decision Making Red Teaming |  Decision Making Risk Matrix |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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 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. | 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 | High | Low | Medium |
Timedifferent | 1-3 h | 1-4 h | 30-60 min | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 3-10 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Challenge Findings, Risk Register, Mitigation Plan | Risk Matrix, Top Risk List | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | FailureResilienceRisk | RiskDecisionSensemaking | RiskDecisionPrioritizationAssessment | SensemakingDecisionRationale |