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| Criterion |  Decision Making Red Teaming |  Facilitation Consensus Workshop |  Decision Making Assumption Surfacing |  Facilitation Alignment 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1-4 h | 1-3 h | 45-90 min | 1-2 h |
Participantsdifferent | 3-8 | 5-30 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Consensus Clusters, Theme Titles, Priority Areas | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskDecisionSensemaking | FacilitationConsensusWorkshopAlignment | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation |