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| Criterion |  Decision Making Radar |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |
|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | 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 | Medium | High | Low |
Timedifferent | 1-2 h | 1-4 h | 45-90 min |
Participantsdifferent | 2-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | AssessmentPortfolioCapability | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
