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| Criterion |  Knowledge Modeling Feynman Technique |  Knowledge Modeling PARA Method |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Low |
Timedifferent | 20-60 min | 1-3 h Setup, laufend | 1-4 Wochen | 45-90 min |
Participantsdifferent | 1 | 1 | 6-30 Experten | 3-12 |
Formatdifferent | Async | Async | Async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | PARA Structure, Project Notes, Knowledge Archive | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | KnowledgeProductivityOrganization | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |