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| Criterion |  Knowledge Modeling PARA Method |  Product Discovery Kano Model |  Decision Making Eisenhower Matrix |  Decision Making Pareto 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. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h Setup, laufend | 1-2 Tage | 15-30 min | 30-60 min |
Participantsdifferent | 1 | 10-50 | 1-6 | 1-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Kano Matrix, Feature Classes, Priority Themes | Eisenhower Matrix, Action List, Delegation Notes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | KnowledgeProductivityOrganization | SatisfactionPrioritizationCustomer | PrioritizationFocusTasks | PrioritizationQualityFocusRoot cause |