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| Criterion |  Knowledge Modeling IBIS |  Operations Bottleneck Analysis |  Decision Making Decision Tree |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | 30-90 min | 2-4 h Analyse, laufend |
Participantsdifferent | 2-8 | 3-8 | 1-6 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Decision Tree, Option Map, Assumption List | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | RationaleKnowledgeDecision | FlowMeasurementConstraints | DecisionTreeOptions | OperationsConstraintsFlowImprovement |