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| Criterion |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |  Decision Making OODA Loop |  Product Discovery Assumption 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 h | 45-90 min | 15-60 min je Zyklus | 45-60 min |
Participantsdifferent | 3-8 | 2-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan | Situation Assessment, Decision Loop, Action Updates | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery | DecisionChangeLearningStrategy | AssumptionsRiskExperimentsValidation |