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| Criterion |  Decision Making Red Teaming |  Operations Barrier Analysis |  Decision Making Argument Mapping |  Operations 5 Whys |
|---|---|---|---|---|
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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 2-4 h | 1-3 h | 15-30 min |
Participantsdifferent | 3-8 | 2-6 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Argument Map, Evidence Gaps, Decision Rationale | Root cause notes, Countermeasures |
Tagsno overlap | RiskDecisionSensemaking | Root causeSafetyIncident | SensemakingDecisionRationale | Root causeIncidentLeanProblem solving |