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| Criterion |  Knowledge Modeling IBIS |  Business Strategy Balanced Scorecard |  Decision Making Constraint Analysis |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | Halber Tag bis mehrere Wochen | 30-90 min | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Counter Metric List, Guardrail Definitions |
Tagsno overlap | RationaleKnowledgeDecision | StrategyMetricsExecution | ConstraintsDecisionPlanningOptions | MetricsMeasurementStrategyExperiments |