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| Criterion |  Knowledge Modeling IBIS |  Systems Thinking Systems Mapping |  Knowledge Modeling Concept Mapping |  Decision Making Force Field 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-3 h | 1-2 h | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | System Map, Dependencies, Leverage Points | Concept Map, Relationship Labels, Knowledge Gaps | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RationaleKnowledgeDecision | Systems thinkingMappingBoundariesChange | KnowledgeConceptsMappingSensemaking | ChangeDecisionStrategy |