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| Criterion |  Knowledge Modeling PARA Method |  Knowledge Modeling Concept Mapping |  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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | Medium | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 1-2 h | 60-90 min | 60–90 min |
Participantsdifferent | 1 | 1-8 | 3-6 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Concept Map, Relationship Labels, Knowledge Gaps | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | KnowledgeProductivityOrganization | KnowledgeConceptsMappingSensemaking | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |