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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Assumption Surfacing |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | Medium | Low | High | Low |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 2-4 h | 45-90 min |
Participantsdifferent | 1 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Assumption List, Critical Assumptions, Learning Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | KnowledgeProductivityOrganization | AssumptionsRiskDecisionDiscovery | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy |