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| Criterion |  Systems Thinking Futures Wheel |  Decision Making Red Teaming |  Decision Making Pre-Mortem |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | 60-120 min | 1-4 h | 20–45 min | 1-3 h |
Participantsdifferent | 3-10 | 3-8 | Small cross-functional group | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Challenge Findings, Risk Register, Mitigation Plan | Risk list, Mitigation plan, Assumption log | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ForesightSystems thinkingSignals | RiskDecisionSensemaking | RiskDecisionFailurePlanning | SensemakingDecisionRationale |