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| Criterion |  Decision Making Red Teaming |  Decision Making Risk Matrix |  Decision Making Argument Mapping |  Knowledge Modeling IBIS |
|---|---|---|---|---|
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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 h | 30-60 min | 1-3 h | 1-3 h |
Participantsdifferent | 3-8 | 3-10 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Risk Matrix, Top Risk List | Argument Map, Evidence Gaps, Decision Rationale | Issue Map, Positions, Argument Notes |
Tags1 shared | RiskDecisionSensemaking | RiskDecisionPrioritizationAssessment | SensemakingDecisionRationale | RationaleKnowledgeDecision |