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| Criterion |  Knowledge Modeling IBIS |  Innovation Lean Startup |  Decision Making Risk Matrix |  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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | 30-60 min | 1-3 h |
Participantsdifferent | 2-8 | 2-8 | 3-10 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Risk Matrix, Top Risk List | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RationaleKnowledgeDecision | LeanStartupValidationMVP | RiskDecisionPrioritizationAssessment | SensemakingDecisionRationale |