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| Criterion |  Decision Making Red Teaming |  Agile Starfish Retrospective |  Agile Start Stop Continue |  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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | 45-90 min | 30-60 min | 1-3 h |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Starfish Board, Practice Changes, Experiments | Start Stop Continue Board, Improvement Actions | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionSensemaking | RetrospectiveImprovementExperimentsTeam | RetrospectiveImprovementTeamReflection | SensemakingDecisionRationale |