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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Six Thinking Hats |  Decision Making Trade-off Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | 45-120 min | 45-90 min |
Participantsdifferent | 1 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Perspective Notes, Decision Inputs, Action Items | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | KnowledgeProductivityOrganization | FacilitationOptionsDecision | TradeoffsDecisionCriteriaOptions | DecisionCriteriaScoringTradeoffs |