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| Criterion |  Knowledge Modeling PARA Method |  Systems Thinking Stock and Flow Diagram |  Operations Kaizen Event |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
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. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h Setup, laufend | 2-6 h | 0.5-5 Tage | Mehrere Tage bis Wochen |
Participantsdifferent | 1 | 1-6 | 4-10 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Async | Workshop + async | Workshop | Async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Simulation Model, Scenario Reports |
Tagsno overlap | KnowledgeProductivityOrganization | DynamicsSimulationFeedbackSystems thinking | LeanContinuous improvementOperations | Systems thinkingDynamicsSimulationAnalysis |