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| Criterion |  Decision Making Red Teaming |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | High | Low | Medium |
Timedifferent | 1-4 h | Half day | 1-2 h | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionSensemaking | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis | SensemakingDecisionRationale |