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| Criterion |  Decision Making Pre-Mortem |  Knowledge Modeling IBIS |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Value Chain Map, Lever List | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionFailurePlanning | RationaleKnowledgeDecision | StrategyBusiness modelDiagnosisAnalysis | SensemakingDecisionRationale |