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| Criterion |  Knowledge Modeling IBIS |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 45-120 min |
Participantsdifferent | 2-8 | 4-12 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tags1 shared | RationaleKnowledgeDecision | FacilitationOptionsDecision | DecisionTreeOptions | TradeoffsDecisionCriteriaOptions |