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| Criterion |  Decision Making Pre-Mortem |  Architecture Request for Comments |  Decision Making Red Teaming |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20–45 min | 1-3 Wochen vom Draft bis zur Entscheidung | 1-4 h | 1-3 h |
Participantsdifferent | Small cross-functional group | 3-20 Reviewer | 3-8 | 1-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tags1 shared | RiskDecisionFailurePlanning | ArchitectureDecisionAsyncGovernance | RiskDecisionSensemaking | SensemakingDecisionRationale |