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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Decision Tree |  Operations Bottleneck Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | 30-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 1 | 1-6 | 3-8 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Decision Tree, Option Map, Assumption List | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | KnowledgeProductivityOrganization | DecisionTreeOptions | FlowMeasurementConstraints | FacilitationOptionsDecision |