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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |  Decision Making Argument Mapping |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | 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 | High | Medium | High |
Timedifferent | 20–45 min | Half day | 1-3 h | 1-4 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 | Value Chain Map, Lever List | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis | SensemakingDecisionRationale | RiskDecisionSensemaking |