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| Criterion |  Knowledge Modeling Domain Storytelling |  Knowledge Modeling PARA Method |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | Domain Storytelling translates domain knowledge into a shared narrative of actors, objects, and workflows. It is especially useful when language, rules, and process understanding must be tightly connected. | 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-3 h Setup, laufend | 2-4 h | 45-90 min |
Participantsdifferent | 2-8 | 1 | 3-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Domain Story, Glossary Notes, Process Narrative | PARA Structure, Project Notes, Knowledge Archive | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | KnowledgeDomain-Driven DesignProcess | KnowledgeProductivityOrganization | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |