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| Criterion |  Knowledge Modeling IBIS |  Facilitation Team Charter |  Team Design Team Topologies Interaction Modes |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | Half day | 90-180 min |
Participantsdifferent | 2-8 | 3-12 | Team-Leads plus Architecture | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Team Charter, Working Norms, Role Notes | Interaction Heat Map, Agreements per Pair | Decision Rights Matrix, Agreement |
Tagsno overlap | RationaleKnowledgeDecision | TeamAlignmentCollaboration | TeamAlignmentCollaborationOrganization | DecisionGovernanceAlignmentResponsibility |