View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Team Design Team API |  Knowledge Modeling PARA Method |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Low | Medium | Medium | Medium |
Timedifferent | Half day initial, dann laufend | 1-3 h Setup, laufend | 1-2 h | 2-4 h |
Participantsdifferent | Ein Team plus Stakeholder | 1 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Team API Document | PARA Structure, Project Notes, Knowledge Archive | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCommunicationService | KnowledgeProductivityOrganization | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |