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| Criterion |  Decision Making Red Teaming |  Decision Making Argument Mapping |  Decision Making DACI |  Architecture Architecture Decision Record |
|---|---|---|---|---|
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 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-4 h | 1-3 h | 30-60 min | 15-45 min |
Participantsdifferent | 3-8 | 1-8 | 2-10 | 1-3 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale | DACI Matrix, Decision Owner, Decision Log | ADR File, Decision Log, Rationale |
Tagsno overlap | RiskDecisionSensemaking | SensemakingDecisionRationale | DecisionRolesGovernanceAlignment | ArchitectureRationaleDocumentationGovernance |