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| Criterion |  Operations Accountability Ladder |  Knowledge Modeling IBIS |  Decision Making Assumption Surfacing |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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. | 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 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 | Low | Medium | Low | Medium |
Timedifferent | 20-45 min | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Issue Map, Positions, Argument Notes | Assumption List, Critical Assumptions, Learning Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ResponsibilityLeadershipTeam | RationaleKnowledgeDecision | AssumptionsRiskDecisionDiscovery | SensemakingDecisionRationale |