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| Criterion |  Knowledge Modeling IBIS |  Decision Making Red Teaming |  Business Strategy VRIO Framework |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-4 h | 90-180 min | 45-90 min |
Participantsdifferent | 2-8 | 3-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Challenge Findings, Risk Register, Mitigation Plan | VRIO Table, Strategic Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RationaleKnowledgeDecision | RiskDecisionSensemaking | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskDecisionDiscovery |