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| Criterion |  Knowledge Modeling PARA Method |  Facilitation Stakeholder Salience Model |  Operations Getting Things Done |  Facilitation Stakeholder 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 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 60-90 min | 1-2 h Setup, laufend | 60–90 min |
Participantsdifferent | 1 | 3-6 | 1 | 2-8 |
Formatdifferent | Async | Workshop | Async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Salience Diagram, Strategy per Class | Action Lists, Project List, Review Routine | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | KnowledgeProductivityOrganization | StakeholdersFacilitationAlignmentGovernance | ProductivityPlanningTasksExecution | StakeholdersAlignmentFacilitationChange |