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| Criterion |  Decision Making Argument Mapping |  Facilitation Team Charter |  Knowledge Modeling IBIS |  Decision Making DACI |
|---|---|---|---|---|
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 team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 1-3 h | 30-60 min |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Team Charter, Working Norms, Role Notes | Issue Map, Positions, Argument Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | SensemakingDecisionRationale | TeamAlignmentCollaboration | RationaleKnowledgeDecision | DecisionRolesGovernanceAlignment |