Typical brainstorm
Generating options is useful. Leaving the favorite untested is not a Decision.
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Not another sticky-note session.
A facilitated session can surface options. The output often dies as photos of a whiteboard.
Not another sticky-note session.
Typical workshop
- captures what the room said
- can reward the loudest idea
- rarely stores evidence
- loses discarded options in photos
- ends when the session ends
Argumont
- stores the Decision after the room empties
- challenges the original idea
- keeps competing positions
- scores options against explicit criteria
- supports Challenge the Verdict
The difference
Argumont keeps the Decision after the room empties: claims, evidence, scores, and a Verdict that can still be challenged.
The Verdict is not the Decision
Argumont provides analytical judgment. You remain responsible for the final Decision.
Related pages
Typical SWOT
Four boxes can help a room talk. They do not, by themselves, choose between Option A and Option B.
Typical meeting notes
Important organizational decisions are often spread across meetings, documents, and memory.
Typical consensus
Agreement among people or models can share the same false assumption.
How It Works
Argumont turns an uncertain decision into a structured analytical process. Decision intelligence is the analytical capability. Decision infrastructure is the sy...
Compare
These pages compare Argumont with typical tools people already use. They describe the job, not invented competitor scores.
Start a Decision
Argumont challenges assumptions, researches evidence, compares competing approaches, and produces an inspectable verdict. You keep the final decision.
Start a Decision