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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling IBIS |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-90 min | 30-90 min | 1-3 h | 1-3 h |
Participantsdifferent | 1-6 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Issue Map, Positions, Argument Notes |
Tagsno overlap | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | KnowledgeMappingRisk | RationaleKnowledgeDecision |