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| Criterion |  Decision Making Red Teaming |  Innovation Design Charrette |  Decision Making Argument Mapping |  Innovation Brainstorming |
|---|---|---|---|---|
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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h | Halber Tag bis mehrere Tage | 1-3 h | 30-60 min |
Participantsdifferent | 3-8 | 10-50 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Argument Map, Evidence Gaps, Decision Rationale | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskDecisionSensemaking | BrainstormingWorkshopCollaborationIdeation | SensemakingDecisionRationale | BrainstormingIdeationCreativityWorkshopDivergence |