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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Red Teaming |  Decision Making Argument Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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 | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-4 h | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | RiskDecisionSensemaking | SensemakingDecisionRationale | AssumptionsRiskDecisionDiscovery |