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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Risk Matrix |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | 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. | 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 | Low | Low | High | Low |
Timedifferent | 20-60 min | 30-60 min | 1-4 h | 45-90 min |
Participantsdifferent | 1 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Risk Matrix, Top Risk List | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | LearningKnowledgeUnderstanding | RiskDecisionPrioritizationAssessment | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery |