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| Criterion |  Decision Making Red Teaming |  Decision Making Constraint Analysis |  Architecture Architecture Decision Record |  Decision Making Argument 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 1-4 h | 30-90 min | 15-45 min | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 1-3 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | ADR File, Decision Log, Rationale | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionSensemaking | ConstraintsDecisionPlanningOptions | ArchitectureRationaleDocumentationGovernance | SensemakingDecisionRationale |