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| Criterion |  Knowledge Modeling IBIS |  Decision Making Decision Tree |  Engineering Failure Scenario Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 30-90 min | 1-3 h | 20–45 min |
Participantsdifferent | 2-8 | 1-6 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Decision Tree, Option Map, Assumption List | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | RationaleKnowledgeDecision | DecisionTreeOptions | FailureResilienceRisk | RiskDecisionFailurePlanning |