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| Criterion |  Knowledge Modeling IBIS |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-90 min | 30-90 min | 45-90 min |
Participantsdifferent | 2-8 | 1-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items |
Tags1 shared | RationaleKnowledgeDecision | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision |