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| Criterion |  Knowledge Modeling PARA Method |  Business Strategy McKinsey 7S |  Systems Thinking System Dynamics Simulation |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h Setup, laufend | 2-4 h | Mehrere Tage bis Wochen | Half day |
Participantsdifferent | 1 | 3-12 | 1-5 Modellierende, Stakeholder asynchron | 3-12 |
Formatdifferent | Async | Workshop | Async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | 7S Assessment, Alignment Gaps, Change Actions | Simulation Model, Scenario Reports | Leverage Map, Action Strategy |
Tagsno overlap | KnowledgeProductivityOrganization | OrganizationStrategyAlignmentChange | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingChangeStrategy |