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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 1-3 h Setup, laufend | 30-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 1 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | Issue Map, Positions, Argument Notes |
Tagsno overlap | KnowledgeProductivityOrganization | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | RationaleKnowledgeDecision |