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| Criterion |  Knowledge Modeling PARA Method |  Decision Making Red Teaming |  Knowledge Modeling IBIS |  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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | High | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 1-4 h | 1-3 h | 45-90 min |
Participantsdifferent | 1 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Challenge Findings, Risk Register, Mitigation Plan | Issue Map, Positions, Argument Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | KnowledgeProductivityOrganization | RiskDecisionSensemaking | RationaleKnowledgeDecision | AssumptionsRiskDecisionDiscovery |