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| Criterion |  Decision Making Decision Rights Mapping |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |
|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 90-180 min | 1-3 h | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | DecisionGovernanceAlignmentResponsibility | RationaleKnowledgeDecision | ChangeDecisionStrategy |
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