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| Criterion |  Operations Gemba Walk |  Decision Making Red Teaming |  Decision Making Argument Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 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. | 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 | High | Medium | Low |
Timedifferent | 30-120 min | 1-4 h | 1-3 h | 45-90 min |
Participantsdifferent | 2-6 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | LeanObservationProcessOperations | RiskDecisionSensemaking | SensemakingDecisionRationale | AssumptionsRiskDecisionDiscovery |