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| Criterion |  Knowledge Modeling IBIS |  Business Strategy Value Chain Analysis |  Decision Making Delphi Method |  Decision Making Argument 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. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 h | Half day | 1-4 Wochen | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Value Chain Map, Lever List | Expert Forecast, Consensus Range, Assumption Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RationaleKnowledgeDecision | StrategyBusiness modelDiagnosisAnalysis | ForecastingExpertsDecisionStrategy | SensemakingDecisionRationale |