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| Criterion |  Knowledge Modeling IBIS |  Decision Making Decision Matrix |  Decision Making Force Field Analysis |  Decision Making Trade-off 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 45-120 min |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Decision Matrix, Scoring Rationale, Selected Option | Force Field Map, Change Levers, Risk Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tags1 shared | RationaleKnowledgeDecision | DecisionCriteriaScoringTradeoffs | ChangeDecisionStrategy | TradeoffsDecisionCriteriaOptions |