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| Criterion |  Knowledge Modeling IBIS |  Decision Making Red Teaming |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Medium |
Timedifferent | 1-3 h | 1-4 h | Half day | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Challenge Findings, Risk Register, Mitigation Plan | Value Chain Map, Lever List | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RationaleKnowledgeDecision | RiskDecisionSensemaking | StrategyBusiness modelDiagnosisAnalysis | SensemakingDecisionRationale |