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| Criterion |  Decision Making Decision Rights Mapping |  Knowledge Modeling Concept Mapping |  Decision Making Assumption Surfacing |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 90-180 min | 1-2 h | 45-90 min | 1-3 h |
Participantsdifferent | 4-12 | 1-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Concept Map, Relationship Labels, Knowledge Gaps | Assumption List, Critical Assumptions, Learning Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | KnowledgeConceptsMappingSensemaking | AssumptionsRiskDecisionDiscovery | SensemakingDecisionRationale |