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| Criterion |  Decision Making Red Teaming |  Facilitation Alignment Mapping |  Decision Making Assumption Surfacing |  Facilitation Problem Framing Workshop |
|---|---|---|---|---|
Purposedifferent | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-4 h | 1-2 h | 45-90 min | 60-120 min |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Alignment Map, Open Issues, Decision Questions | Assumption List, Critical Assumptions, Learning Plan | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions |
Tagsno overlap | RiskDecisionSensemaking | AlignmentStakeholdersStrategyFacilitation | AssumptionsRiskDecisionDiscovery | FacilitationAlignmentDiscovery |