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| Criterion |  Decision Making Argument Mapping |  Engineering Hypothesis-Driven Troubleshooting |  Facilitation Stakeholder Mapping |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 30-240 min | 60–90 min | 60-90 min |
Participantsdifferent | 1-8 | 1-6 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Stakeholder Map, Engagement Plan, Risk Notes | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | SensemakingDecisionRationale | TroubleshootingProblem solvingDiagnosis | StakeholdersAlignmentFacilitationChange | FacilitationDecisionProblem solvingWorkshop |