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| Criterion |  Systems Thinking Soft Systems Methodology |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 0.5-3 Tage | 30-90 min | 20–45 min | 1-4 h |
Participantsdifferent | 5-15 | 1-6 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | DecisionTreeOptions | RiskDecisionFailurePlanning | RiskDecisionSensemaking |