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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Rights Mapping |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 90-180 min | 15-60 min je Zyklus | 2-4 h |
Participantsdifferent | 2-8 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange |