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| Criterion |  Knowledge Modeling IBIS |  Decision Making Argument Mapping |  Team Design Team Topologies Interaction Modes |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | Half day | 60-180 min |
Participantsdifferent | 2-8 | 1-8 | Team-Leads plus Architecture | 4-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Argument Map, Evidence Gaps, Decision Rationale | Interaction Heat Map, Agreements per Pair | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | RationaleKnowledgeDecision | SensemakingDecisionRationale | TeamAlignmentCollaborationOrganization | ComplexitySensemakingDecision |