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| Criterion |  Knowledge Modeling PARA Method |  Decision Making RAPID |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 1-2 h | 2-4 h |
Participantsdifferent | 1 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | RAPID Role Map, Recommendation, Decision Log | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | KnowledgeProductivityOrganization | DecisionRolesGovernance | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |