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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | 30-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 1 | 1-6 | 4-12 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Issue Map, Positions, Argument Notes |
Tagsno overlap | KnowledgeProductivityOrganization | DecisionTreeOptions | FacilitationOptionsDecision | RationaleKnowledgeDecision |