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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Constraint Analysis |  Knowledge Modeling Feynman Technique |  Knowledge Modeling IBIS |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h Setup, laufend | 30-90 min | 20-60 min | 1-3 h |
Participantsdifferent | 1 | 2-8 | 1 | 2-8 |
Formatdifferent | Async | Workshop + async | Async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Plain-language Explanation, Knowledge Gaps, Study Notes | Issue Map, Positions, Argument Notes |
Tagsno overlap | KnowledgeProductivityOrganization | ConstraintsDecisionPlanningOptions | LearningKnowledgeUnderstanding | RationaleKnowledgeDecision |