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| Criterion |  Decision Making Pre-Mortem |  Decision Making Red Teaming |  Decision Making Argument Mapping |  Engineering Failure Scenario Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20–45 min | 1-4 h | 1-3 h | 1-3 h |
Participantsdifferent | Small cross-functional group | 3-8 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | RiskDecisionFailurePlanning | RiskDecisionSensemaking | SensemakingDecisionRationale | FailureResilienceRisk |