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| Criterion |  Decision Making Red Teaming |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1-4 h | 1-3 h | Half day | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionSensemaking | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | AssumptionsRiskDecisionDiscovery |