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| Criterion |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |  Decision Making Cynefin Workshop |  Knowledge Modeling Concept 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 60-180 min | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 4-20 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | RationaleKnowledgeDecision | ChangeDecisionStrategy | ComplexitySensemakingDecision | KnowledgeConceptsMappingSensemaking |