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| Criterion |  Business Strategy Scenario Planning |  Decision Making Pre-Mortem |  Decision Making Red Teaming |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 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 | Low | High | Medium |
Timedifferent | 0.5-2 Tage | 20–45 min | 1-4 h | 1-3 h |
Participantsdifferent | 4-12 | Small cross-functional group | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Risk list, Mitigation plan, Assumption log | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | StrategyUncertaintyPlanning | RiskDecisionFailurePlanning | RiskDecisionSensemaking | SensemakingDecisionRationale |