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| Criterion |  Knowledge Modeling IBIS |  Facilitation Stakeholder Mapping |  Decision Making Argument Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 60–90 min | 1-3 h | 60-90 min |
Participantsdifferent | 2-8 | 2-8 | 1-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Stakeholder Map, Engagement Plan, Risk Notes | Argument Map, Evidence Gaps, Decision Rationale | Salience Diagram, Strategy per Class |
Tagsno overlap | RationaleKnowledgeDecision | StakeholdersAlignmentFacilitationChange | SensemakingDecisionRationale | StakeholdersFacilitationAlignmentGovernance |