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| Criterion |  Decision Making Constraint Analysis |  Knowledge Modeling IBIS |  Product Strategy Impact Mapping |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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 goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Issue Map, Positions, Argument Notes | Impact Map, Outcome Hypotheses, Delivery Options | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ConstraintsDecisionPlanningOptions | RationaleKnowledgeDecision | OutcomesStrategyBehaviorPlanning | SensemakingDecisionRationale |