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| Criterion |  Team Design Team Cognitive Load Assessment |  Knowledge Modeling Knowledge Mapping |  Decision Making Assumption Surfacing |  Knowledge Modeling Concept Mapping |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 60-90 min | 1-3 h | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Cognitive Load Profile, Action List | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Assumption List, Critical Assumptions, Learning Plan | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | TeamComplexityImprovementDiagnosis | KnowledgeMappingRisk | AssumptionsRiskDecisionDiscovery | KnowledgeConceptsMappingSensemaking |