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| Criterion |  Decision Making Force Field Analysis |  Knowledge Modeling Feynman Technique |  Decision Making Argument Mapping |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 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. | 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 | Low | Medium | Medium |
Timedifferent | 45-90 min | 20-60 min | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 1 | 1-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Plain-language Explanation, Knowledge Gaps, Study Notes | Argument Map, Evidence Gaps, Decision Rationale | Issue Map, Positions, Argument Notes |
Tagsno overlap | ChangeDecisionStrategy | LearningKnowledgeUnderstanding | SensemakingDecisionRationale | RationaleKnowledgeDecision |