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| Criterion |  Decision Making Force Field Analysis |  Knowledge Modeling IBIS |  Knowledge Modeling Feynman Technique |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 h | 20-60 min | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 1 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Issue Map, Positions, Argument Notes | Plain-language Explanation, Knowledge Gaps, Study Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ChangeDecisionStrategy | RationaleKnowledgeDecision | LearningKnowledgeUnderstanding | SensemakingDecisionRationale |