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| Criterion |  Facilitation Delegation Poker |  Decision Making DACI |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-60 min | 15-60 min je Zyklus | 2-4 h |
Participantsdifferent | 3-10 | 2-10 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | DACI Matrix, Decision Owner, Decision Log | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AutonomyRolesTeam | DecisionRolesGovernanceAlignment | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange |