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| Criterion |  Decision Making Red Teaming |  Decision Making Pre-Mortem |  Facilitation Decision Jam |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | Low | Low | Low |
Timedifferent | 1-4 h | 20–45 min | 60-90 min | 45-90 min |
Participantsdifferent | 3-8 | Small cross-functional group | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Risk list, Mitigation plan, Assumption log | Problem Cluster, Prioritized Challenge, Experiment | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | RiskDecisionSensemaking | RiskDecisionFailurePlanning | FacilitationDecisionProblem solvingWorkshop | AssumptionsRiskDecisionDiscovery |