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| Criterion |  Decision Making Argument Mapping |  Decision Making RAPID |  Decision Making DACI |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | 45-90 min | 30-60 min | 1-3 h |
Participantsdifferent | 1-8 | 3-12 | 2-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log | Issue Map, Positions, Argument Notes |
Tags1 shared | SensemakingDecisionRationale | DecisionRolesGovernance | DecisionRolesGovernanceAlignment | RationaleKnowledgeDecision |