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| Criterion |  Decision Making Argument Mapping |  Knowledge Modeling IBIS |  Knowledge Modeling Feynman Technique |  Decision Making Red Teaming |
|---|---|---|---|---|
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. | 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 1-3 h | 20-60 min | 1-4 h |
Participantsdifferent | 1-8 | 2-8 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Issue Map, Positions, Argument Notes | Plain-language Explanation, Knowledge Gaps, Study Notes | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | SensemakingDecisionRationale | RationaleKnowledgeDecision | LearningKnowledgeUnderstanding | RiskDecisionSensemaking |