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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Knowledge Modeling IBIS |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-90 min | 30-90 min | 1-3 h | 45-120 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Issue Map, Positions, Argument Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tags1 shared | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | RationaleKnowledgeDecision | TradeoffsDecisionCriteriaOptions |