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| Criterion |  Decision Making Red Teaming |  Agile Ideal Days |  Knowledge Modeling IBIS |
|---|---|---|---|
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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. |
Complexitydifferent | High | Low | Medium |
Timedifferent | 1-4 h | 15-60 min | 1-3 h |
Participantsdifferent | 3-8 | 2-9 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Issue Map, Positions, Argument Notes |
Tagsno overlap | RiskDecisionSensemaking | EstimationEffortAgile | RationaleKnowledgeDecision |
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