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| Criterion |  Knowledge Modeling IBIS |  Decision Making Decision Rights Mapping |  Team Design Team Topologies Interaction Modes |  Decision Making DACI |
|---|---|---|---|---|
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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 90-180 min | Half day | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | Team-Leads plus Architecture | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Decision Rights Matrix, Agreement | Interaction Heat Map, Agreements per Pair | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | RationaleKnowledgeDecision | DecisionGovernanceAlignmentResponsibility | TeamAlignmentCollaborationOrganization | DecisionRolesGovernanceAlignment |