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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Pre-Mortem |  Business Strategy Business Model Stress Test |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h Setup, laufend | 20–45 min | Half day | 45-90 min |
Participantsdifferent | 1 | Small cross-functional group | 3-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Risk list, Mitigation plan, Assumption log | Stress Test Report, Action Plan per Scenario | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | KnowledgeProductivityOrganization | RiskDecisionFailurePlanning | StrategyBusiness modelRiskDiagnosis | AssumptionsRiskDecisionDiscovery |