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| Criterion |  Decision Making Cynefin Workshop |  Business Strategy McKinsey 7S |  Systems Thinking VUCA Scan |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium | Low | Medium |
Timedifferent | 60-180 min | 2-4 h | 30-90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-20 | 3-12 | 1-10 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | 7S Assessment, Alignment Gaps, Change Actions | VUCA Map, Response Options, Signal and Learning Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ComplexitySensemakingDecision | OrganizationStrategyAlignmentChange | SensemakingUncertaintyComplexityStrategyForesight | DecisionChangeLearningStrategy |