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| Criterion |  Operations Change Analysis |  Decision Making Argument Mapping |  Decision Making Decision Tree |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | 45-120 min | 1-3 h | 30-90 min | 1-3 h |
Participantsdifferent | 2-6 | 1-8 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Argument Map, Evidence Gaps, Decision Rationale | Decision Tree, Option Map, Assumption List | Issue Map, Positions, Argument Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | SensemakingDecisionRationale | DecisionTreeOptions | RationaleKnowledgeDecision |