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| Criterion |  Decision Making DACI |  Business Strategy McKinsey 7S |  Product Strategy Counter Metrics |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 2-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 2-10 | 3-12 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | 7S Assessment, Alignment Gaps, Change Actions | Counter Metric List, Guardrail Definitions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionRolesGovernanceAlignment | OrganizationStrategyAlignmentChange | MetricsMeasurementStrategyExperiments | ChangeDecisionStrategy |