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| Criterion |  Systems Thinking Soft Systems Methodology |  Operations Accountability Ladder |  Decision Making Assumption Surfacing |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | High | Low | Low | High |
Timedifferent | 0.5-3 Tage | 20-45 min | 45-90 min | 1-4 h |
Participantsdifferent | 5-15 | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Ownership Reflection, Action Commitment, Coaching Notes | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | ResponsibilityLeadershipTeam | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking |