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| Criterion |  Knowledge Modeling IBIS |  Facilitation Stakeholder Mapping |  Decision Making Trade-off Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 60–90 min | 45-120 min | 45-90 min |
Participantssame | 2-8 | 2-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Stakeholder Map, Engagement Plan, Risk Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | RationaleKnowledgeDecision | StakeholdersAlignmentFacilitationChange | TradeoffsDecisionCriteriaOptions | DecisionCriteriaScoringTradeoffs |