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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Stakeholder Mapping |  Decision Making Force Field Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h Setup, laufend | 60–90 min | 45-90 min | 30-60 min |
Participantsdifferent | 1 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Stakeholder Map, Engagement Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | KnowledgeProductivityOrganization | StakeholdersAlignmentFacilitationChange | ChangeDecisionStrategy | StakeholdersFacilitationAlignmentPlanning |