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