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| Criterion |  Decision Making Red Teaming |  Product Discovery Opportunity Interview |  Knowledge Modeling Knowledge Mapping |  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. | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 | Medium |
Timedifferent | 1-4 h | 30-60 min je Interview | 1-3 h | 1-3 h |
Participantsdifferent | 3-8 | 5-12 Interviews | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Interview Notes, Opportunity Themes, Customer Quotes | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionSensemaking | DiscoveryInterviewsOpportunityCustomer | KnowledgeMappingRisk | SensemakingDecisionRationale |