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| Criterion |  Decision Making Constraint Analysis |  Knowledge Modeling Feynman Technique |  Engineering Failure Scenario Analysis |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 20-60 min | 1-3 h | 1-3 h |
Participantsdifferent | 2-8 | 1 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Plain-language Explanation, Knowledge Gaps, Study Notes | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Issue Map, Positions, Argument Notes |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LearningKnowledgeUnderstanding | FailureResilienceRisk | RationaleKnowledgeDecision |