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| Criterion |  Decision Making Red Teaming |  Agile ROAM Board |  Decision Making DACI |  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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low | Low | Medium |
Timedifferent | 1-4 h | 20-40 min initial, dann laufend | 30-60 min | 1-3 h |
Participantsdifferent | 3-8 | 3-15 | 2-10 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | ROAM Board, Owner List | DACI Matrix, Decision Owner, Decision Log | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionSensemaking | RiskAgileTrackingAlignment | DecisionRolesGovernanceAlignment | SensemakingDecisionRationale |