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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Expectation Mapping |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 2-4 h | 60–90 min |
Participantsdifferent | 1 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Expectation Map, Alignment Notes, Agreements | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | KnowledgeProductivityOrganization | AlignmentStakeholdersTeam | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange |