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| Criterion |  Decision Making Red Teaming |  Decision Making PERT Estimation |  Agile Ideal Days |  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. | 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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 | Low | Medium |
Timedifferent | 1-4 h | 15-45 min | 15-60 min | 1-3 h |
Participantsdifferent | 3-8 | 1-8 | 2-9 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionSensemaking | EstimationUncertaintyRisk | EstimationEffortAgile | SensemakingDecisionRationale |