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| Criterion |  Knowledge Modeling PARA Method |  Systems Thinking Intervention Mapping |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 1-5 Tage | 1-3 h | 45-90 min |
Participantsdifferent | 1 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | KnowledgeProductivityOrganization | ChangeSystems thinkingCapability | RationaleKnowledgeDecision | ChangeDecisionStrategy |