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| Criterion |  Decision Making Risk Matrix |  Knowledge Modeling IBIS |  Business Strategy VRIO Framework |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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 | Medium | Medium |
Timedifferent | 30-60 min | 1-3 h | 90-180 min | 1-3 h |
Participantsdifferent | 3-10 | 2-8 | 3-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Issue Map, Positions, Argument Notes | VRIO Table, Strategic Actions | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionPrioritizationAssessment | RationaleKnowledgeDecision | StrategyDiagnosisBusiness modelCapability | SensemakingDecisionRationale |