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| Criterion |  UX Design Design Studio |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
Purposedifferent | When several designs need to be quickly put in relation to each other, it makes ideas visible and comparable. It encourages early variants instead of long upfront debates. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 2-4 h | Half day |
Participantsdifferent | 3-8 | 1-8 | 3-12 | Team-Leads plus Architecture |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sketches, Concept Directions, Design Decisions | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | SketchingCollaborationIdeation | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization |