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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Accountability Ladder |  Decision Making Argument Mapping |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 20-45 min | 1-3 h | 90-180 min |
Participantsdifferent | 1-8 | 1-8 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Ownership Reflection, Action Commitment, Coaching Notes | Argument Map, Evidence Gaps, Decision Rationale | Decision Rights Matrix, Agreement |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | ResponsibilityLeadershipTeam | SensemakingDecisionRationale | DecisionGovernanceAlignmentResponsibility |