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| Criterion |  Delivery Shape Up |  Decision Making Red Teaming |  Product Discovery Assumption Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | Shape Up helps clarify scope, sequence, and delivery flow. It makes work boundaries and decisions explicit and captures results as pitches, bet-table decisions, and hill charts. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 6 Wochen Cycle + 2 Wochen Cool-Down | 1-4 h | 45-60 min | 20–45 min |
Participantsdifferent | 2-4 pro Pitch | 3-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Pitches, Bet-table decisions, Hill charts, Cooldown outcomes | Challenge Findings, Risk Register, Mitigation Plan | Assumption map, Test backlog, Risk ranking | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | PlanningDeliveryAutonomy | RiskDecisionSensemaking | AssumptionsRiskExperimentsValidation | RiskDecisionFailurePlanning |