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| Criterion |  Agile WSJF |  Decision Making Argument Mapping |  Decision Making Assumption Surfacing |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | 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 | High | Medium | Low | High |
Timedifferent | 45-90 min | 1-3 h | 45-90 min | 1-4 h |
Participantsdifferent | 3-10 | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Argument Map, Evidence Gaps, Decision Rationale | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | LeanEconomicsSequencePrioritization | SensemakingDecisionRationale | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking |