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| Criterion |  Delivery RAID Log |  Decision Making Argument Mapping |  Decision Making Decision Rights Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Medium | High |
Timedifferent | 30 min Setup, dann laufend | 1-3 h | 90-180 min | 1-4 h |
Participantsdifferent | 1-3 maintaining, briefing for everyone | 1-8 | 4-12 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | RAID Log, Status Report Source | Argument Map, Evidence Gaps, Decision Rationale | Decision Rights Matrix, Agreement | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | RiskTrackingStakeholdersGovernance | SensemakingDecisionRationale | DecisionGovernanceAlignmentResponsibility | RiskDecisionSensemaking |