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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Decision Rights Mapping |  Architecture Request for Comments |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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 | 90-180 min | 1-3 Wochen vom Draft bis zur Entscheidung | 1-3 h |
Participantsdifferent | 1 | 4-12 | 3-20 Reviewer | 2-8 |
Formatdifferent | Async | Workshop | Async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Decision Rights Matrix, Agreement | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Issue Map, Positions, Argument Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionGovernanceAlignmentResponsibility | ArchitectureDecisionAsyncGovernance | RationaleKnowledgeDecision |