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| Criterion |  Product Strategy Impact Mapping |  Decision Making Assumption Surfacing |  Decision Making Red Teaming |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 45-90 min | 45-90 min | 1-4 h | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking | SensemakingDecisionRationale |