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| Criterion |  Knowledge Modeling IBIS |  Decision Making RAPID |  Decision Making Force Field Analysis |  Architecture Architecture Decision Record |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 15-45 min |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 1-3 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Issue Map, Positions, Argument Notes | RAPID Role Map, Recommendation, Decision Log | Force Field Map, Change Levers, Risk Notes | ADR File, Decision Log, Rationale |
Tagsno overlap | RationaleKnowledgeDecision | DecisionRolesGovernance | ChangeDecisionStrategy | ArchitectureRationaleDocumentationGovernance |