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| Criterion |  Knowledge Modeling IBIS |  Operations Waste Analysis |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 45-120 min | 1-4 h | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Waste Map, Prioritized Waste, Improvement Backlog | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RationaleKnowledgeDecision | WasteLeanProcess improvement | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery |