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| Criterion |  Engineering Kanban |  Knowledge Modeling IBIS |  Decision Making Delphi Method |  Decision Making Argument 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 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 | Medium | High | Medium |
Timedifferent | Ongoing | 1-3 h | 1-4 Wochen | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Issue Map, Positions, Argument Notes | Expert Forecast, Consensus Range, Assumption Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | FlowVisual managementDelivery | RationaleKnowledgeDecision | ForecastingExpertsDecisionStrategy | SensemakingDecisionRationale |