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| Criterion |  Knowledge Modeling IBIS |  Decision Making Constraint Analysis |  Operations Getting Things Done |  Decision Making Decision Tree |
|---|---|---|---|---|
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 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-90 min | 1-2 h Setup, laufend | 30-90 min |
Participantsdifferent | 2-8 | 2-8 | 1 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Action Lists, Project List, Review Routine | Decision Tree, Option Map, Assumption List |
Tagsno overlap | RationaleKnowledgeDecision | ConstraintsDecisionPlanningOptions | ProductivityPlanningTasksExecution | DecisionTreeOptions |