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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Force Field Analysis |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Medium |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | Half day | 2-4 h |
Participantsdifferent | 1 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Force Field Map, Change Levers, Risk Notes | Value Chain Map, Lever List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | KnowledgeProductivityOrganization | ChangeDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis | OrganizationStrategyAlignmentChange |