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| Criterion |  Innovation Double Diamond |  Knowledge Modeling IBIS |  Decision Making Decision Tree |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate | 1-3 h | 30-90 min | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 1-6 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Issue Map, Positions, Argument Notes | Decision Tree, Option Map, Assumption List | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ProcessDivergenceInnovation | RationaleKnowledgeDecision | DecisionTreeOptions | SensemakingDecisionRationale |