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| Criterion |  Operations Process Mapping |  Decision Making Assumption Surfacing |  Decision Making Red Teaming |
|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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 | Medium | Low | High |
Timedifferent | 1-3 h | 45-90 min | 1-4 h |
Participantsdifferent | 3-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | ProcessOperationsImprovement | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking |
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