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| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Decision Making Force Field Analysis |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | Medium | Low | High | Medium |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | 45-90 min | 1-4 Wochen | 2-4 h |
Participantsdifferent | Designers, developers as users, and facilitation | 3-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange |