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| Criterion |  Decision Making Delphi Method |  Decision Making DACI |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Low | Medium | Medium |
Timedifferent | 1-4 Wochen | 30-60 min | 2-4 h | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 2-10 | 3-12 | 1-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy |