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| Criterion |  Knowledge Modeling IBIS |  Decision Making Red Teaming |  Business Strategy VRIO Framework |  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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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 | Medium | Medium |
Timedifferent | 1-3 h | 1-4 h | 90-180 min | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Challenge Findings, Risk Register, Mitigation Plan | VRIO Table, Strategic Actions | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RationaleKnowledgeDecision | RiskDecisionSensemaking | StrategyDiagnosisBusiness modelCapability | SensemakingDecisionRationale |