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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Stakeholder Mapping |  Systems Thinking Future Reality Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h Setup, laufend | 60–90 min | 2-4 h | 2-4 h |
Participantsdifferent | 1 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Stakeholder Map, Engagement Plan, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | KnowledgeProductivityOrganization | StakeholdersAlignmentFacilitationChange | Theory of ConstraintsSystems thinkingChange | OrganizationStrategyAlignmentChange |