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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 1-2 h | 30-60 min |
Participantsdifferent | 1 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | KnowledgeProductivityOrganization | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |