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| Criterion |  Operations Bottleneck Analysis |  Decision Making Cynefin Workshop |  Knowledge Modeling IBIS |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 60-180 min | 1-3 h | 30-90 min |
Participantsdifferent | 3-8 | 4-20 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Issue Map, Positions, Argument Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FlowMeasurementConstraints | ComplexitySensemakingDecision | RationaleKnowledgeDecision | ConstraintsDecisionPlanningOptions |