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| Criterion |  Knowledge Modeling IBIS |  Decision Making DACI |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min | 2-4 h | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 2-10 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | DACI Matrix, Decision Owner, Decision Log | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RationaleKnowledgeDecision | DecisionRolesGovernanceAlignment | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy |