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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Decision Tree |  Product Strategy DIBB |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h Setup, laufend | 30-90 min | 1-2 h | 45-90 min |
Participantsdifferent | 1 | 1-6 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Decision Tree, Option Map, Assumption List | DIBB document, Belief list, Bet list, Learning report | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | KnowledgeProductivityOrganization | DecisionTreeOptions | StrategyDecisionAssumptionsHypothesis | ChangeDecisionStrategy |