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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Delphi Method |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | 1-4 Wochen | 60-90 min | 2-4 h |
Participantsdifferent | 1 | 6-30 Experten | 3-6 | 3-12 |
Formatdifferent | Async | Async | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Expert Forecast, Consensus Range, Assumption Notes | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | KnowledgeProductivityOrganization | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange |