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| Criterion |  Knowledge Modeling PARA Method |  Decision Making DACI |  Decision Making Force Field Analysis |  Decision Making Decision Rights 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h Setup, laufend | 30-60 min | 45-90 min | 90-180 min |
Participantsdifferent | 1 | 2-10 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | KnowledgeProductivityOrganization | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility |