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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making RAPID |  Decision Making Decision Tree |  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 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-60 min | 45-90 min | 30-90 min | 1-3 h |
Participantsdifferent | 1 | 3-12 | 1-6 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | RAPID Role Map, Recommendation, Decision Log | Decision Tree, Option Map, Assumption List | Issue Map, Positions, Argument Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionRolesGovernance | DecisionTreeOptions | RationaleKnowledgeDecision |