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| Criterion |  Decision Making Pre-Mortem |  Decision Making Argument Mapping |  Decision Making RAPID |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Low | Medium | Medium | High |
Timedifferent | 20–45 min | 1-3 h | 45-90 min | 1-4 h |
Participantsdifferent | Small cross-functional group | 1-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Argument Map, Evidence Gaps, Decision Rationale | RAPID Role Map, Recommendation, Decision Log | Challenge Findings, Risk Register, Mitigation Plan |
Tags1 shared | RiskDecisionFailurePlanning | SensemakingDecisionRationale | DecisionRolesGovernance | RiskDecisionSensemaking |