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| Criterion |  Decision Making Decision Rights Mapping |  Knowledge Modeling IBIS |  Knowledge Modeling Concept Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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. | 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. | 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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | 1-3 h | 1-2 h | 60-180 min |
Participantsdifferent | 4-12 | 2-8 | 1-8 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Issue Map, Positions, Argument Notes | Concept Map, Relationship Labels, Knowledge Gaps | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | RationaleKnowledgeDecision | KnowledgeConceptsMappingSensemaking | ComplexitySensemakingDecision |