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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Risk Matrix |  Knowledge Modeling IBIS |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20-60 min | 30-60 min | 1-3 h | 1-3 h |
Participantsdifferent | 1 | 3-10 | 2-8 | 1-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Risk Matrix, Top Risk List | Issue Map, Positions, Argument Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | LearningKnowledgeUnderstanding | RiskDecisionPrioritizationAssessment | RationaleKnowledgeDecision | SensemakingDecisionRationale |