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| Criterion |  Decision Making Constraint Analysis |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-2 h | 2-4 h | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ConstraintsDecisionPlanningOptions | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy |