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| Criterion |  Operations Waste Analysis |  Decision Making Argument Mapping |  Decision Making Constraint Analysis |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Medium | Low | Medium |
Timedifferent | 45-120 min | 1-3 h | 30-90 min | 1-3 h |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Argument Map, Evidence Gaps, Decision Rationale | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Issue Map, Positions, Argument Notes |
Tagsno overlap | WasteLeanProcess improvement | SensemakingDecisionRationale | ConstraintsDecisionPlanningOptions | RationaleKnowledgeDecision |