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| Criterion |  Knowledge Modeling PARA Method |  Operations After-Action Review |  Business Strategy McKinsey 7S |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 20-45 min | 2-4 h | 20-60 min |
Participantsdifferent | 1 | 3-12 | 3-12 | 1 |
Formatdifferent | Async | Workshop + async | Workshop | Async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Lessons learned, Action items, Event summary | 7S Assessment, Alignment Gaps, Change Actions | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | KnowledgeProductivityOrganization | LearningOperationsImprovement | OrganizationStrategyAlignmentChange | LearningKnowledgeUnderstanding |