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| Criterion |  Decision Making Red Teaming |  Facilitation Alignment Mapping |  Decision Making Pre-Mortem |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-4 h | 1-2 h | 20–45 min | 60–90 min |
Participantsdifferent | 3-8 | 4-12 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Alignment Map, Open Issues, Decision Questions | Risk list, Mitigation plan, Assumption log | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RiskDecisionSensemaking | AlignmentStakeholdersStrategyFacilitation | RiskDecisionFailurePlanning | StakeholdersAlignmentFacilitationChange |