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| Criterion |  Knowledge Modeling PARA Method |  Systems Thinking Leverage Points |  Systems Thinking System Dynamics Simulation |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | 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. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h Setup, laufend | Half day | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 1 | 3-12 | 1-5 Modellierende, Stakeholder asynchron | 1-6 |
Formatdifferent | Async | Workshop | Async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Leverage Map, Action Strategy | Simulation Model, Scenario Reports | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | KnowledgeProductivityOrganization | Systems thinkingChangeStrategy | Systems thinkingDynamicsSimulationAnalysis | DynamicsSimulationFeedbackSystems thinking |