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| Criterion |  Decision Making Red Teaming |  Engineering Failure Scenario Analysis |  Decision Making Cynefin Workshop |  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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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 | Medium | Medium | Low |
Timedifferent | 1-4 h | 1-3 h | 60-180 min | 20–45 min |
Participantsdifferent | 3-8 | 3-8 | 4-20 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | RiskDecisionSensemaking | FailureResilienceRisk | ComplexitySensemakingDecision | RiskDecisionFailurePlanning |