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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling IBIS |  Facilitation Six Thinking Hats |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Issue Map, Positions, Argument Notes | Perspective Notes, Decision Inputs, Action Items | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | FlowMeasurementConstraints | RationaleKnowledgeDecision | FacilitationOptionsDecision | SensemakingDecisionRationale |