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| Criterion |  Decision Making Argument Mapping |  Operations Change Analysis |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 45-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 1-8 | 2-6 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | SensemakingDecisionRationale | ChangeRoot causeTroubleshootingComparison | RationaleKnowledgeDecision | ChangeDecisionStrategy |