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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Power Interest Grid |  Decision Making Constraint Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h Setup, laufend | 30-60 min | 30-90 min | 60-90 min |
Participantsdifferent | 1 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Power Interest Grid, Strategy per Stakeholder | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Salience Diagram, Strategy per Class |
Tagsno overlap | KnowledgeProductivityOrganization | StakeholdersFacilitationAlignmentPlanning | ConstraintsDecisionPlanningOptions | StakeholdersFacilitationAlignmentGovernance |