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| Criterion |  Decision Making Red Teaming |  Decision Making PERT Estimation |  Decision Making Cynefin Workshop |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 15-45 min | 60-180 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 4-20 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | PERT Estimate, Expected Value, Risk Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionSensemaking | EstimationUncertaintyRisk | ComplexitySensemakingDecision | AssumptionsRiskDecisionDiscovery |