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| Criterion |  Knowledge Modeling IBIS |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Decision Making Argument Mapping |
|---|---|---|---|---|
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 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 30-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | 1-6 | 4-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Argument Map, Evidence Gaps, Decision Rationale |
Tags1 shared | RationaleKnowledgeDecision | DecisionTreeOptions | FacilitationOptionsDecision | SensemakingDecisionRationale |