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| Criterion |  Decision Making Red Teaming |  Delivery RAID Log |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 h | 30 min Setup, dann laufend | 90-180 min | 60-90 min |
Participantsdifferent | 3-8 | 1-3 maintaining, briefing for everyone | 4-12 | 3-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | RAID Log, Status Report Source | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskDecisionSensemaking | RiskTrackingStakeholdersGovernance | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |