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| Criterion |  Decision Making Radar |  Decision Making Decision Rights Mapping |  Knowledge Modeling IBIS |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 90-180 min | 1-3 h | 1-3 h |
Participantsdifferent | 2-10 | 4-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Decision Rights Matrix, Agreement | Issue Map, Positions, Argument Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | AssessmentPortfolioCapability | DecisionGovernanceAlignmentResponsibility | RationaleKnowledgeDecision | SensemakingDecisionRationale |