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| Criterion |  Innovation Double Diamond |  Decision Making Argument Mapping |  Decision Making Decision Tree |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate | 1-3 h | 30-90 min | 1-3 h |
Participantsdifferent | 3-12 | 1-8 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Argument Map, Evidence Gaps, Decision Rationale | Decision Tree, Option Map, Assumption List | Issue Map, Positions, Argument Notes |
Tagsno overlap | ProcessDivergenceInnovation | SensemakingDecisionRationale | DecisionTreeOptions | RationaleKnowledgeDecision |