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| Criterion |  Facilitation Problem Framing Workshop |  Decision Making Red Teaming |  Facilitation Consensus Workshop |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | 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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | High | Medium | Low |
Timedifferent | 60-120 min | 1-4 h | 1-3 h | 45-90 min |
Participantsdifferent | 4-10 | 3-8 | 5-30 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Challenge Findings, Risk Register, Mitigation Plan | Consensus Clusters, Theme Titles, Priority Areas | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | FacilitationAlignmentDiscovery | RiskDecisionSensemaking | FacilitationConsensusWorkshopAlignment | AssumptionsRiskDecisionDiscovery |