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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Decision Rights Mapping |  Product Discovery Assumption Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 90-180 min | 45-60 min | 45-90 min |
Participantsdifferent | 1 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Decision Rights Matrix, Agreement | Assumption map, Test backlog, Risk ranking | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | KnowledgeProductivityOrganization | DecisionGovernanceAlignmentResponsibility | AssumptionsRiskExperimentsValidation | AssumptionsRiskDecisionDiscovery |