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| Criterion |  Operations Accountability Ladder |  Decision Making Argument Mapping |  Decision Making Constraint Analysis |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-45 min | 1-3 h | 30-90 min | 1-3 h |
Participantsdifferent | 1-8 | 1-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Argument Map, Evidence Gaps, Decision Rationale | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Issue Map, Positions, Argument Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | SensemakingDecisionRationale | ConstraintsDecisionPlanningOptions | RationaleKnowledgeDecision |