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| Criterion |  Decision Making Argument Mapping |  Team Design Team Topologies Interaction Modes |  Knowledge Modeling IBIS |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Half day | 1-3 h | 60-180 min |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | 2-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Interaction Heat Map, Agreements per Pair | Issue Map, Positions, Argument Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | SensemakingDecisionRationale | TeamAlignmentCollaborationOrganization | RationaleKnowledgeDecision | ComplexitySensemakingDecision |