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| Criterion |  Decision Making Red Teaming |  Facilitation Mind Mapping |  Decision Making Assumption Surfacing |  Product Discovery Assumption 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. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 1-4 h | 15-45 min | 45-90 min | 45-60 min |
Participantsdifferent | 3-8 | 1-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Mind Map, Topic Clusters, Open Questions | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionSensemaking | BrainstormingIdeasMappingStructureFacilitation | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |