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| Criterion |  Decision Making Argument Mapping |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 1-3 h |
Participantsdifferent | 1-8 | 4-12 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Issue Map, Positions, Argument Notes |
Tags1 shared | SensemakingDecisionRationale | FacilitationOptionsDecision | DecisionTreeOptions | RationaleKnowledgeDecision |