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| Criterion |  Engineering Kanban |  Knowledge Modeling IBIS |  Decision Making Argument Mapping |  Knowledge Modeling Concept Mapping |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 1-3 h | 1-2 h |
Participantsdifferent | 2-12 | 2-8 | 1-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Issue Map, Positions, Argument Notes | Argument Map, Evidence Gaps, Decision Rationale | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | FlowVisual managementDelivery | RationaleKnowledgeDecision | SensemakingDecisionRationale | KnowledgeConceptsMappingSensemaking |