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| Criterion |  Knowledge Modeling PARA Method |  Product Strategy Lean Canvas |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 2-6 h | Mehrere Tage bis Wochen |
Participantsdifferent | 1 | 1-6 | 1-6 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Async | Workshop + async | Workshop + async | Async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Lean Canvas, Core Assumptions, Experiment Backlog | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports |
Tagsno overlap | KnowledgeProductivityOrganization | StartupLeanAssumptionsBusiness model | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis |