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| Criterion |  Facilitation Alignment Mapping |  Decision Making OODA Loop |  Architecture LASR (Lightweight Approach for Software Reviews) |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 15-60 min je Zyklus | 3–4 h for initial assessment; preparation and deeper analysis additional | 2-4 h |
Participantsdifferent | 4-12 | 1-8 | 1 or a small team; particularly suitable for 3–4 people | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Situation Assessment, Decision Loop, Action Updates | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | DecisionChangeLearningStrategy | ArchitectureQualityRiskAssessmentLean | OrganizationStrategyAlignmentChange |