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| Criterion |  Decision Making Red Teaming |  Product Discovery Opportunity Interview |  Decision Making Assumption Surfacing |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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 opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | 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 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1-4 h | 30-60 min je Interview | 45-90 min | 60-180 min |
Participantsdifferent | 3-8 | 5-12 Interviews | 2-8 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Interview Notes, Opportunity Themes, Customer Quotes | Assumption List, Critical Assumptions, Learning Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | RiskDecisionSensemaking | DiscoveryInterviewsOpportunityCustomer | AssumptionsRiskDecisionDiscovery | ComplexitySensemakingDecision |