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| Criterion |  Operations Change Analysis |  Decision Making Delphi Method |  Decision Making DACI |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | High | Low | Medium |
Timedifferent | 45-120 min | 1-4 Wochen | 30-60 min | 2-4 h |
Participantsdifferent | 2-6 | 6-30 Experten | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment | OrganizationStrategyAlignmentChange |