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| Criterion |  Agile Ideal Days |  Decision Making Red Teaming |  Knowledge Modeling Knowledge Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 | 15-60 min | 1-4 h | 1-3 h | 45-90 min |
Participantsdifferent | 2-9 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Challenge Findings, Risk Register, Mitigation Plan | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationEffortAgile | RiskDecisionSensemaking | KnowledgeMappingRisk | AssumptionsRiskDecisionDiscovery |