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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 15-60 min je Zyklus | 20-60 min |
Participantsdifferent | 1 | 3-12 | 1-8 | 1 |
Formatdifferent | Async | Workshop | Workshop + async | Async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | KnowledgeProductivityOrganization | ChangeDecisionStrategy | DecisionChangeLearningStrategy | LearningKnowledgeUnderstanding |