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| Criterion |  Delivery Communication Plan |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Communication Plan, Channel Matrix, Message Cadence | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | CommunicationStakeholdersDeliveryPlanning | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentPlanning |