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| Criterion |  Knowledge Modeling Concept Mapping |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |  Knowledge Modeling Knowledge 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery | KnowledgeMappingRisk |