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| Criterion |  Decision Making Argument Mapping |  Innovation Lean Startup |  Product Discovery Pretotyping |  Knowledge Modeling IBIS |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | Stunden bis wenige Tage | 1-3 h |
Participantsdifferent | 1-8 | 2-8 | 1-4 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Issue Map, Positions, Argument Notes |
Tagsno overlap | SensemakingDecisionRationale | LeanStartupValidationMVP | ValidationDemandMVP | RationaleKnowledgeDecision |