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| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Decision Making OODA Loop |  Decision Making DACI |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | 15-60 min je Zyklus | 30-60 min | 2-4 h |
Participantsdifferent | Designers, developers as users, and facilitation | 1-8 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Situation Assessment, Decision Loop, Action Updates | DACI Matrix, Decision Owner, Decision Log | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | DecisionChangeLearningStrategy | DecisionRolesGovernanceAlignment | OrganizationStrategyAlignmentChange |