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| Criterion |  Knowledge Modeling Knowledge Mapping |  Facilitation Delegation Poker |  Knowledge Modeling IBIS |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Delegation Board, Decision Boundaries, Role Agreements | Issue Map, Positions, Argument Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | KnowledgeMappingRisk | AutonomyRolesTeam | RationaleKnowledgeDecision | DecisionRolesGovernanceAlignment |