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| Criterion |  Decision Making Red Teaming |  Systems Thinking CATWOE Analysis |  Facilitation Alignment Mapping |  Facilitation Stakeholder 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 45-90 min | 1-2 h | 60–90 min |
Participantsdifferent | 3-8 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RiskDecisionSensemaking | Systems thinkingFramingStakeholders | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |