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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling PARA Method |  Decision Making Decision Tree |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | The PARA Method organizes knowledge into Projects, Areas, Resources, and Archives. It creates order when digital notes, files, and tasks no longer cleanly fit current work. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h Setup, laufend | 30-90 min | 1-3 h |
Participantsdifferent | 3-8 | 1 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | PARA Structure, Project Notes, Knowledge Archive | Decision Tree, Option Map, Assumption List | Issue Map, Positions, Argument Notes |
Tagsno overlap | FlowMeasurementConstraints | KnowledgeProductivityOrganization | DecisionTreeOptions | RationaleKnowledgeDecision |