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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Six Thinking Hats |  Decision Making Decision Rights Mapping |  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 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 90-180 min | 60-90 min |
Participantsdifferent | 1 | 4-12 | 4-12 | 3-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Perspective Notes, Decision Inputs, Action Items | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | KnowledgeProductivityOrganization | FacilitationOptionsDecision | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |