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| Criterion |  Knowledge Modeling Feynman Technique |  Operations Bottleneck Analysis |  Decision Making RAPID |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 20-60 min | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 1 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | RAPID Role Map, Recommendation, Decision Log | Issue Map, Positions, Argument Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | FlowMeasurementConstraints | DecisionRolesGovernance | RationaleKnowledgeDecision |