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| Criterion |  Decision Making Red Teaming |  Knowledge Modeling IBIS |  Facilitation Consensus Workshop |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 1-3 h | 1-3 h | 60-90 min |
Participantsdifferent | 3-8 | 2-8 | 5-30 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Issue Map, Positions, Argument Notes | Consensus Clusters, Theme Titles, Priority Areas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | RiskDecisionSensemaking | RationaleKnowledgeDecision | FacilitationConsensusWorkshopAlignment | FacilitationDecisionProblem solvingWorkshop |