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| Criterion |  Decision Making Force Field Analysis |  Knowledge Modeling IBIS |  Knowledge Modeling Concept Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-3 h | 1-2 h | 60-180 min |
Participantsdifferent | 3-12 | 2-8 | 1-8 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Issue Map, Positions, Argument Notes | Concept Map, Relationship Labels, Knowledge Gaps | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | ChangeDecisionStrategy | RationaleKnowledgeDecision | KnowledgeConceptsMappingSensemaking | ComplexitySensemakingDecision |