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| Criterion |  Knowledge Modeling IBIS |  Operations After-Action Review |  Decision Making Decision Tree |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 20-45 min | 30-90 min | 2-8 h |
Participantsdifferent | 2-8 | 3-12 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Lessons learned, Action items, Event summary | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | RationaleKnowledgeDecision | LearningOperationsImprovement | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations |