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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Six Thinking Hats |  Decision Making RAPID |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 1 | 4-12 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Perspective Notes, Decision Inputs, Action Items | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | KnowledgeProductivityOrganization | FacilitationOptionsDecision | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility |