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| Criterion |  Decision Making Pre-Mortem |  Knowledge Modeling IBIS |  Business Strategy Business Model Stress Test |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | Low | Medium | High | Medium |
Timedifferent | 20–45 min | 1-3 h | Half day | 1-3 h |
Participantsdifferent | Small cross-functional group | 2-8 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Issue Map, Positions, Argument Notes | Stress Test Report, Action Plan per Scenario | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionFailurePlanning | RationaleKnowledgeDecision | StrategyBusiness modelRiskDiagnosis | SensemakingDecisionRationale |