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| Criterion |  Knowledge Modeling IBIS |  Decision Making Argument Mapping |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 1-3 h | 2-4 h | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Argument Map, Evidence Gaps, Decision Rationale | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RationaleKnowledgeDecision | SensemakingDecisionRationale | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy |