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| Criterion |  Knowledge Modeling PARA Method |  Systems Thinking System Dynamics Simulation |  Business Strategy McKinsey 7S |  Systems Thinking Wardley 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. | 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. | 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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h Setup, laufend | Mehrere Tage bis Wochen | 2-4 h | 1-3 h |
Participantsdifferent | 1 | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 2-10 |
Formatdifferent | Async | Async | Workshop | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Simulation Model, Scenario Reports | 7S Assessment, Alignment Gaps, Change Actions | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | KnowledgeProductivityOrganization | Systems thinkingDynamicsSimulationAnalysis | OrganizationStrategyAlignmentChange | StrategySystems thinkingDynamics |