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| Criterion |  Decision Making Risk Matrix |  Knowledge Modeling Concept Mapping |  Decision Making Assumption Surfacing |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | 1-2 h | 45-90 min | 1-4 h |
Participantsdifferent | 3-10 | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Concept Map, Relationship Labels, Knowledge Gaps | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | KnowledgeConceptsMappingSensemaking | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking |