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| Criterion |  Team Design Team Cognitive Load Assessment |  Decision Making Argument Mapping |  Knowledge Modeling IBIS |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | Medium | Medium | Medium | High |
Timedifferent | 60-90 min | 1-3 h | 1-3 h | 1-4 h |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Argument Map, Evidence Gaps, Decision Rationale | Issue Map, Positions, Argument Notes | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | TeamComplexityImprovementDiagnosis | SensemakingDecisionRationale | RationaleKnowledgeDecision | RiskDecisionSensemaking |