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| Criterion |  Operations Waste Analysis |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Low | Low | High |
Timedifferent | 45-120 min | 20–45 min | 30-90 min | 1-4 h |
Participantsdifferent | 2-8 | Small cross-functional group | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | WasteLeanProcess improvement | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions | RiskDecisionSensemaking |