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| Criterion |  Knowledge Modeling IBIS |  Decision Making Red Teaming |  Innovation Rolestorming |  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 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 search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | 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 | High | Low | Medium |
Timedifferent | 1-3 h | 1-4 h | 30-60 min | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Challenge Findings, Risk Register, Mitigation Plan | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RationaleKnowledgeDecision | RiskDecisionSensemaking | BrainstormingIdeationCreativity | SensemakingDecisionRationale |