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| Criterion |  Knowledge Modeling IBIS |  Decision Making RAPID |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |
|---|---|---|---|---|
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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | Half day | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | Team-Leads plus Architecture | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | RAPID Role Map, Recommendation, Decision Log | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes |
Tagsno overlap | RationaleKnowledgeDecision | DecisionRolesGovernance | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration |