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| Criterion |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |  Facilitation Problem Framing Workshop |  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. | 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. | 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 | Low | Medium |
Timedifferent | 1-4 h | 45-90 min | 60-120 min | 45-60 min |
Participantsdifferent | 3-8 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery | FacilitationAlignmentDiscovery | AssumptionsRiskExperimentsValidation |