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| Criterion |  Decision Making Decision Tree |  Knowledge Modeling Feynman Technique |  Engineering Failure Scenario Analysis |  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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 | 20-60 min | 1-3 h | 1-3 h |
Participantsdifferent | 1-6 | 1 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Plain-language Explanation, Knowledge Gaps, Study Notes | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Issue Map, Positions, Argument Notes |
Tagsno overlap | DecisionTreeOptions | LearningKnowledgeUnderstanding | FailureResilienceRisk | RationaleKnowledgeDecision |