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| Criterion |  Knowledge Modeling IBIS |  Decision Making Decision Rights Mapping |  Decision Making Argument Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 90-180 min | 1-3 h | 60-180 min |
Participantsdifferent | 2-8 | 4-12 | 1-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Decision Rights Matrix, Agreement | Argument Map, Evidence Gaps, Decision Rationale | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tags1 shared | RationaleKnowledgeDecision | DecisionGovernanceAlignmentResponsibility | SensemakingDecisionRationale | ComplexitySensemakingDecision |