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| Criterion |  Decision Making Red Teaming |  Agile Specification by Example |  Product Discovery Assumption Mapping |  Agile Example 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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 60-90 min pro Feature | 45-60 min | 30-60 min |
Participantsdifferent | 3-8 | 3-6 | 2-8 | 3-7 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Example Table, Acceptance Tests | Assumption map, Test backlog, Risk ranking | Example Map, Acceptance Criteria, Open Questions |
Tagsno overlap | RiskDecisionSensemaking | AgileRequirementsExamplesBehavior-Driven Development | AssumptionsRiskExperimentsValidation | Behavior-Driven DevelopmentRequirementsExamplesRefinement |