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| Criterion |  Agile WSJF |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 45-90 min | 1-4 h | 45-90 min | 45-60 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanEconomicsSequencePrioritization | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |