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Criterion
Design sheets and interface cards connect to jointly written pseudocode with highlighted unresolved questions.
Architecture
ARID (Active Reviews for Intermediate Designs)
Paper illustration for DACI
Decision Making
DACI
Paper illustration for OODA Loop.
Decision Making
OODA Loop
Purposedifferent
ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification.In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated.In dynamic situations, decisions become outdated faster than they can be prepared.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.
Complexitydifferent
MediumLowMedium
Timedifferent
2–4 h review as a planning range; preparation and evaluation additional30-60 min15-60 min je Zyklus
Participantsdifferent
Designers, developers as users, and facilitation2-101-8
Formatsame
Workshop + asyncWorkshop + asyncWorkshop + async
Outputdifferent
Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisionsDACI Matrix, Decision Owner, Decision LogSituation Assessment, Decision Loop, Action Updates
Tagsno overlap
ArchitectureEngineeringFeedbackValidationTasks
DecisionRolesGovernanceAlignment
DecisionChangeLearningStrategy
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Often compared together

Methods with strong topical overlap with the current selection, not yet in the comparison.

Paper illustration of Decision Rights Mapping with its method-specific working model.
Decision Making
Decision Rights Mapping
Paper illustration of the Force Field Analysis working structure.
Decision Making
Force Field Analysis
Paper illustration of the McKinsey 7S Framework with seven connected fields
Business Strategy
McKinsey 7S
Paper illustration for RAPID
Decision Making
RAPID