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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Argument Mapping |  Knowledge Modeling Concept Mapping |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | 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. | 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 | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h | 1-2 h | 1-3 h |
Participantsdifferent | 3-8 | 1-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Argument Map, Evidence Gaps, Decision Rationale | Concept Map, Relationship Labels, Knowledge Gaps | Issue Map, Positions, Argument Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | SensemakingDecisionRationale | KnowledgeConceptsMappingSensemaking | RationaleKnowledgeDecision |