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| Criterion |  Knowledge Modeling IBIS |  Decision Making Decision Rights Mapping |  Facilitation Team Charter |  Operations Accountability Ladder |
|---|---|---|---|---|
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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 90-180 min | 2-4 h | 20-45 min |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Decision Rights Matrix, Agreement | Team Charter, Working Norms, Role Notes | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | RationaleKnowledgeDecision | DecisionGovernanceAlignmentResponsibility | TeamAlignmentCollaboration | ResponsibilityLeadershipTeam |