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| Criterion |  Knowledge Modeling Feynman Technique |  Business Strategy Strategy Execution Loop |  Architecture Request for Comments |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20-60 min | Initial 3-6 h, then monthly or quarterly reviews | 1-3 Wochen vom Draft bis zur Entscheidung | 90-180 min |
Participantsdifferent | 1 | 5-12 | 3-20 Reviewer | 4-12 |
Formatdifferent | Async | Workshop + async | Async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Execution Loop, Review Cadence, Strategic Learning Log | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Decision Rights Matrix, Agreement |
Tagsno overlap | LearningKnowledgeUnderstanding | ExecutionCadenceLearningGovernance | ArchitectureDecisionAsyncGovernance | DecisionGovernanceAlignmentResponsibility |