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| Criterion |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |  Systems Thinking VUCA Scan |  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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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 | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 1-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes | VUCA Map, Response Options, Signal and Learning Plan | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | RationaleKnowledgeDecision | ChangeDecisionStrategy | SensemakingUncertaintyComplexityStrategyForesight | KnowledgeConceptsMappingSensemaking |