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| Criterion |  Systems Thinking Soft Systems Methodology |  Knowledge Modeling IBIS |  Decision Making Decision Rights Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 0.5-3 Tage | 1-3 h | 90-180 min | 60-180 min |
Participantsdifferent | 5-15 | 2-8 | 4-12 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Issue Map, Positions, Argument Notes | Decision Rights Matrix, Agreement | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | RationaleKnowledgeDecision | DecisionGovernanceAlignmentResponsibility | ComplexitySensemakingDecision |