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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Force Field Analysis |  Knowledge Modeling Feynman Technique |  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. | 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | Low | Low | Medium |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 20-60 min | 2-4 h |
Participantsdifferent | 1 | 3-12 | 1 | 3-12 |
Formatdifferent | Async | Workshop | Async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Force Field Map, Change Levers, Risk Notes | Plain-language Explanation, Knowledge Gaps, Study Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | KnowledgeProductivityOrganization | ChangeDecisionStrategy | LearningKnowledgeUnderstanding | OrganizationStrategyAlignmentChange |