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| Criterion |  Agile Three Amigos |  Decision Making Red Teaming |  Agile Example Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When story, test, and implementation could drift apart, it brings business perspective, engineering, and quality together early. It prevents a story from being read differently only late in the process. | 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 a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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 | Low | High | Low | Low |
Timedifferent | 15-30 min | 1-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 3 | 3-8 | 3-7 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Clarified Story, Test Examples, Open Questions | Challenge Findings, Risk Register, Mitigation Plan | Example Map, Acceptance Criteria, Open Questions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | CollaborationBehavior-Driven DevelopmentQualityRefinement | RiskDecisionSensemaking | Behavior-Driven DevelopmentRequirementsExamplesRefinement | AssumptionsRiskDecisionDiscovery |