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| Criterion |  Knowledge Modeling IBIS |  Operations After-Action Review |  Decision Making Decision Tree |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 20-45 min | 30-90 min | 20-60 min |
Participantsdifferent | 2-8 | 3-12 | 1-6 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Issue Map, Positions, Argument Notes | Lessons learned, Action items, Event summary | Decision Tree, Option Map, Assumption List | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | RationaleKnowledgeDecision | LearningOperationsImprovement | DecisionTreeOptions | LearningKnowledgeUnderstanding |