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| Criterion |  Decision Making Decision Tree |  Knowledge Modeling Feynman Technique |  Decision Making Assumption Surfacing |  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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | 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 | Low | Medium |
Timedifferent | 30-90 min | 20-60 min | 45-90 min | 1-3 h |
Participantsdifferent | 1-6 | 1 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Plain-language Explanation, Knowledge Gaps, Study Notes | Assumption List, Critical Assumptions, Learning Plan | Issue Map, Positions, Argument Notes |
Tagsno overlap | DecisionTreeOptions | LearningKnowledgeUnderstanding | AssumptionsRiskDecisionDiscovery | RationaleKnowledgeDecision |