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| Criterion |  Knowledge Modeling IBIS |  Business Strategy Value Chain Analysis |  Decision Making Argument Mapping |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 1-3 h | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Value Chain Map, Lever List | Argument Map, Evidence Gaps, Decision Rationale | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | RationaleKnowledgeDecision | StrategyBusiness modelDiagnosisAnalysis | SensemakingDecisionRationale | Business modelStrategyValueInnovation |