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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Stakeholder Mapping |  Systems Thinking Leverage Points |  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 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h Setup, laufend | 60–90 min | Half day | 60-90 min |
Participantsdifferent | 1 | 2-8 | 3-12 | 3-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy | Salience Diagram, Strategy per Class |
Tagsno overlap | KnowledgeProductivityOrganization | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentGovernance |