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| Criterion |  Decision Making Constraint Analysis |  Knowledge Modeling Teach-back |  Knowledge Modeling Feynman Technique |  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. | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | 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. | 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 | Low | Medium |
Timedifferent | 30-90 min | 5-20 min | 20-60 min | 1-3 h |
Participantsdifferent | 2-8 | 2-8 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Understanding Check, Clarification Notes, Learning Gaps | Plain-language Explanation, Knowledge Gaps, Study Notes | Issue Map, Positions, Argument Notes |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LearningUnderstandingCommunication | LearningKnowledgeUnderstanding | RationaleKnowledgeDecision |