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| Criterion |  Decision Making Red Teaming |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 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 | Medium | Low | Medium |
Timedifferent | 1-4 h | 30-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 3-8 | 1-6 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tags1 shared | RiskDecisionSensemaking | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | SensemakingDecisionRationale |