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| Criterion |  Decision Making Red Teaming |  Agile WSJF |  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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 | High | Low |
Timedifferent | 1-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-8 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Ranked Backlog, Cost-of-Delay Assumptions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionSensemaking | LeanEconomicsSequencePrioritization | AssumptionsRiskDecisionDiscovery |
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