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| Criterion |  Knowledge Modeling IBIS |  Decision Making Red Teaming |  Innovation Brainstorming |  Innovation Design Charrette |
|---|---|---|---|---|
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 strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 1-4 h | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-8 | 3-8 | 4-12 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Challenge Findings, Risk Register, Mitigation Plan | Idea pool, Theme clusters, Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | RationaleKnowledgeDecision | RiskDecisionSensemaking | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingWorkshopCollaborationIdeation |