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| Criterion |  Decision Making Red Teaming |  Decision Making Constraint Analysis |  Architecture Architecture Decision Record |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 1-4 h | 30-90 min | 15-45 min | 20–45 min |
Participantsdifferent | 3-8 | 2-8 | 1-3 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | ADR File, Decision Log, Rationale | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | RiskDecisionSensemaking | ConstraintsDecisionPlanningOptions | ArchitectureRationaleDocumentationGovernance | RiskDecisionFailurePlanning |