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| Criterion |  Knowledge Modeling IBIS |  Decision Making Decision Tree |  Decision Making RAPID |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 30-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 2-8 | 1-6 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Decision Tree, Option Map, Assumption List | RAPID Role Map, Recommendation, Decision Log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tags1 shared | RationaleKnowledgeDecision | DecisionTreeOptions | DecisionRolesGovernance | ConstraintsDecisionPlanningOptions |