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| Criterion |  Knowledge Modeling PARA Method |  Systems Thinking Intervention Mapping |  Decision Making Delphi Method |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | High | Medium |
Timedifferent | 1-3 h Setup, laufend | 1-5 Tage | 1-4 Wochen | 2-4 h |
Participantsdifferent | 1 | 4-12 | 6-30 Experten | 3-12 |
Formatdifferent | Async | Workshop + async | Async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | KnowledgeProductivityOrganization | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange |