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| Criterion |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |  Architecture arc42 |  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. | 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. | arc42 structures architecture knowledge so teams can document system, decisions, and risks consistently. The template builds a living understanding of the architecture instead of scattered notes. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | Medium |
Timedifferent | 1-4 Wochen | 2-4 h | 1-2 Tage | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 3-12 | 1-4 | 1-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | Architecture Document, Context View, Runtime View, Deployment View | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange | ArchitectureDocumentationCommunication | DecisionChangeLearningStrategy |