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| Criterion |  Decision Making Red Teaming |  Decision Making Argument Mapping |  Facilitation Decision Jam |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | High | Medium | Low | Low |
Timedifferent | 1-4 h | 1-3 h | 60-90 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale | Problem Cluster, Prioritized Challenge, Experiment | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | RiskDecisionSensemaking | SensemakingDecisionRationale | FacilitationDecisionProblem solvingWorkshop | AssumptionsRiskDecisionDiscovery |