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| Criterion |  Knowledge Modeling IBIS |  Business Strategy Balanced Scorecard |  Decision Making Decision Tree |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Halber Tag bis mehrere Wochen | 30-90 min | 1-3 h |
Participantsdifferent | 2-8 | 4-12 | 1-6 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Decision Tree, Option Map, Assumption List | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RationaleKnowledgeDecision | StrategyMetricsExecution | DecisionTreeOptions | SensemakingDecisionRationale |