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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Six Thinking Hats |  Decision Making Argument Mapping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 1-3 h | 30-90 min |
Participantsdifferent | 1 | 4-12 | 1-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Perspective Notes, Decision Inputs, Action Items | Argument Map, Evidence Gaps, Decision Rationale | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | KnowledgeProductivityOrganization | FacilitationOptionsDecision | SensemakingDecisionRationale | ConstraintsDecisionPlanningOptions |