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| Criterion |  Decision Making Risk Matrix |  Decision Making Cynefin Workshop |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. | 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 | Low | Medium | High | Low |
Timedifferent | 30-60 min | 60-180 min | 1-4 h | 45-90 min |
Participantsdifferent | 3-10 | 4-20 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | RiskDecisionPrioritizationAssessment | ComplexitySensemakingDecision | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery |