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| Criterion |  Decision Making Pre-Mortem |  Decision Making PERT Estimation |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | 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. | 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 | Medium | High | Low |
Timedifferent | 20–45 min | 15-45 min | 1-4 h | 45-90 min |
Participantsdifferent | Small cross-functional group | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | PERT Estimate, Expected Value, Risk Notes | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | RiskDecisionFailurePlanning | EstimationUncertaintyRisk | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery |