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| Criterion |  Decision Making Red Teaming |  Business Strategy McKinsey 7S |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 | Medium |
Timedifferent | 1-4 h | 2-4 h | 1-3 h |
Participantsdifferent | 3-8 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | 7S Assessment, Alignment Gaps, Change Actions | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionSensemaking | OrganizationStrategyAlignmentChange | SensemakingDecisionRationale |
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