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| Criterion |  Knowledge Modeling PARA Method |  Operations Fault Tree Analysis |  Business Strategy McKinsey 7S |  Operations Change 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 a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | 2-6 h | 2-4 h | 45-120 min |
Participantsdifferent | 1 | 3-8 | 3-12 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | KnowledgeProductivityOrganization | RiskRoot causeSafety | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison |