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| Criterion |  Product Strategy Product Canvas |  Decision Making Argument Mapping |  Decision Making Red Teaming |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | When product goal and feature scope don't yet fit cleanly together, it creates a shared working picture. It connects need, core features, and assumptions into a solid starting point. | 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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h | 1-3 h | 1-4 h | 1-3 h |
Participantsdifferent | 2-8 | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Product Canvas, Product Assumptions, Scope Notes | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan | Issue Map, Positions, Argument Notes |
Tagsno overlap | CanvasDiscoveryScope | SensemakingDecisionRationale | RiskDecisionSensemaking | RationaleKnowledgeDecision |