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| Criterion |  Knowledge Modeling IBIS |  Decision Making DACI |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 2-4 h | 45-90 min |
Participantsdifferent | 2-8 | 2-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | DACI Matrix, Decision Owner, Decision Log | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RationaleKnowledgeDecision | DecisionRolesGovernanceAlignment | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |