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| Criterion |  Knowledge Modeling PARA Method |  Operations Causal Factor Analysis |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 2-6 h | 60-90 min | 60–90 min |
Participantsdifferent | 1 | 3-10 | 3-6 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | KnowledgeProductivityOrganization | CausalityIncidentRoot causeTimeline | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |