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| Criterion |  Decision Making Pre-Mortem |  Decision Making Cynefin Workshop |  Engineering Failure Scenario Analysis |  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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 | 60-180 min | 1-3 h | 1-4 h |
Participantsdifferent | Small cross-functional group | 4-20 | 3-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | RiskDecisionFailurePlanning | ComplexitySensemakingDecision | FailureResilienceRisk | RiskDecisionSensemaking |