View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Knowledge Modeling IBIS |  Business Strategy McKinsey 7S |  Decision Making Decision Rights Mapping |  Decision Making Force Field 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 90-180 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | 7S Assessment, Alignment Gaps, Change Actions | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RationaleKnowledgeDecision | OrganizationStrategyAlignmentChange | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy |