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| Criterion |  Decision Making PERT Estimation |  Decision Making Argument Mapping |  Business Strategy VRIO Framework |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 15-45 min | 1-3 h | 90-180 min | 1-4 h |
Participantsdifferent | 1-8 | 1-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Argument Map, Evidence Gaps, Decision Rationale | VRIO Table, Strategic Actions | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | EstimationUncertaintyRisk | SensemakingDecisionRationale | StrategyDiagnosisBusiness modelCapability | RiskDecisionSensemaking |