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| Criterion |  Decision Making Three-Point Estimation |  Decision Making Red Teaming |  Decision Making Wideband Delphi |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 10-30 min je Item | 1-4 h | 1-4 h or multiple rounds | 1-3 h |
Participantsdifferent | 1-8 | 3-8 | 4-12 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Challenge Findings, Risk Register, Mitigation Plan | Estimate Range, Assumption Log, Expert Consensus Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | EstimationUncertaintyForecasting | RiskDecisionSensemaking | EstimationExpertsForecasting | SensemakingDecisionRationale |