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| Criterion |  Engineering Failure Scenario Analysis |  Decision Making Red Teaming |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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 | 1-3 h | 1-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 3-8 | 3-10 | 2-8 |
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 | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | FailureResilienceRisk | RiskDecisionSensemaking | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery |