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| Criterion |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |  Innovation SCAMPER |
|---|---|---|---|
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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | High | Low | Low |
Timedifferent | 1-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery | BrainstormingIdeationCreativityReframingInnovation |
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