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| Criterion |  Decision Making Argument Mapping |  Knowledge Modeling IBIS |  Product Discovery Opportunity Interview |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-3 h | 30-60 min je Interview | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 5-12 Interviews | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Issue Map, Positions, Argument Notes | Interview Notes, Opportunity Themes, Customer Quotes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | SensemakingDecisionRationale | RationaleKnowledgeDecision | DiscoveryInterviewsOpportunityCustomer | AssumptionsRiskDecisionDiscovery |