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| Criterion |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |  Innovation Reverse Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 1-4 h | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan | Reverse Ideas, Risk Themes, Solution Ideas | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityDivergenceWorkshop |